Netflix Case Study
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Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
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Netflix - Strategy management
This document provides an overview of Netflix including its business model, strategy, and financials. It discusses Netflix's mission to offer high quality streaming and DVD services to customers. It outlines Netflix's subscription-based business model and pricing, as well as its strategy of acquiring new content and expanding internationally. The document also analyzes Netflix using PEST, Five Forces, and SWOT frameworks. Financially, it notes Netflix's high subscriber growth and cash balances, but also cost pressures from competition and expansion. Overall it finds potential opportunities for Netflix through continued global expansion and acquisition.
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Netflix was founded in 1997 by Reed Hastings and Marc Randolph to create an online DVD rental service. It launched in 1998 offering 900 movie titles for rental by mail. By 2013, Netflix had grown to over 36 million subscribers who streamed 2 billion hours of content per month. Netflix's mission is to become the leading global streaming service through expanding its library of exclusive original content available on any internet-connected device.
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This document analyzes the strategy of Netflix using various frameworks. It provides an overview of Netflix, including its founding in 1997 as a DVD rental service and transition to an online streaming platform. A PEST analysis identifies political, economic, social and technological factors. A five forces analysis examines the intensity of rivalry, threat of new entrants, bargaining powers of suppliers and customers, and threat of substitutes. A SWOT analysis outlines Netflix's strengths, weaknesses, opportunities, and threats. The document also includes a market analysis and identifies problems around high competition and recommendations around content creation and live sports streaming.
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The document provides an overview of Netflix, including its history, vision, mission, financial status, culture, management structure, operational plans, expansion efforts, and innovation. Key points include that Netflix was founded in 1997 and has grown to over 50 million subscribers globally by 2014. It has expanded from DVD rental by mail to become a leading global streaming service and creator of original content like House of Cards. The company aims to become the best global entertainment distribution service through expanding its licensing and markets worldwide.
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A comprehensive report evaluating Netflix, Inc. viability, stability, and profitability for future investment. The analysis provides an assessment of the firm's strategy, accounting, financial, prospective, and comes up with a buy/sell recommendation.
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Netflix began as a DVD rental service in 1999 and introduced streaming in 2007, growing to over 40 million subscribers worldwide. It revolutionized consumer media consumption by offering instant, on-demand streaming of movies and TV shows without due dates or late fees. This represented a major shift away from traditional physical rental models and influenced consumer decision making towards increased on-demand viewing. Netflix's strong streaming presence, accounting for over 30% of internet bandwidth, threatened competitors like Blockbuster and transformed the consumer media market. To maintain its leadership, Netflix must continue expanding its catalog of original and licensed content across platforms and regions.
netflix
Super-E Group provides a monthly subscription movie and TV streaming and rental service. It was founded in 1997 when co-founders were charged late fees for DVD rentals. The service launched in 1998 and introduced a monthly subscription model in 1999. It now has over 15 million subscribers and generated $553 million in revenue in 2010, with 66% of viewing through online streaming. The target audience is males and females aged 17-45 with internet access. Competitors include Redbox's kiosk rental service and Apple's iTunes movie/TV rental store. Future success depends on international expansion, online focus, studio partnerships, and new technology adoption.
Company report Netflix
Netflix is a streaming and rental company that began in 1997, offering DVD rentals by mail. It now has over 50 million streaming subscribers globally and a large streaming library available on all major devices. Netflix disrupted the market by introducing streaming while also offering DVD rentals. It has faced challenges like raising prices and separating streaming and DVD plans but has grown through expanding internationally and producing original content like House of Cards. While competitors like Amazon and Hulu are growing, Netflix has the largest library and remains the market leader in online video streaming.
Netflix
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed digital movie rentals and streaming to emerge as popular alternatives to physical rentals. Major players like Netflix transitioned to online streaming models, growing their subscriber base globally while competitors like Blockbuster declined.
Netflix
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed media providers to transition from physical to digital formats. This led to new opportunities for internet movie rentals and the decline of physical rental stores. Netflix capitalized on this transition by offering online streaming and digital rental through mail delivery, which eventually replaced their DVD rental business model.
Netflix
Netflix began as a DVD rental service but has transitioned to focus on online streaming. It has over 20 million subscribers and is the largest source of internet streaming traffic. Netflix uses a recommendation algorithm called CineMatch and a long tail business model to provide personalized movie suggestions to subscribers. While threats include competition and potential issues with internet service providers, Netflix is addressing these by expanding its streaming library, making agreements with content providers, and pushing into international markets.
Netflix Consulting Project
The document summarizes a Netflix consulting project report on how Netflix can respond to competition and better serve customers. It analyzes Netflix's industry, competitors like Amazon and Hulu, and provides insights from a consumer survey. The report's key recommendations are that Netflix should offer premium early access to new releases, acquire more current content, pursue cross-promotions, convert remaining DVD users to streaming, and grow its overall user base.
Bowen daigledionvalentine netflixcasestudy
This document provides an overview of Netflix's business strategy and performance from 1997-2012. It discusses Netflix's founding and original DVD-by-mail business model. The company later added streaming services and expanded internationally. By 2012, Netflix had over 23 million streaming subscribers and 120,000 titles available. The document also analyzes Netflix using Porter's Five Forces model, identifying intense industry competition and high threat of substitutes as major challenges.
[The Impact of the Internet on the Video Rental Industry.docx
[The Impact of the Internet on the Video Rental
Industry: Blockbuster vs. Netflix]
2
Table of Contents
INTRODUCTION 3
VIDEO RENTAL INDUSTRY ANALYSIS 5
BLOCKBUSTER BUSINESS DESCRIPTION 7
BLOCKBUSTER BUSINESS MODEL 7
BLOCKBUSTER HISTORY 8
BLOCKBUSTER SWOT ANALYSIS 10
NETFLIX BUSINESS DESCRIPTION 14
NETFLIX BUSINESS MODEL 14
NETFLIX HISTORY 15
COMPETING ONLINE SERVICES 16
FINANCIAL ANALYSIS 18
THE FUTURE OF THE VIDEO RENTAL INDUSTRY 24
CONCLUSION 25
REFERENCES 26
3
The Impact of the Internet on Video
Rentals: Blockbuster vs. Netflix
Could Brick and Mortar Video Rental Stores be a thing of the past? The Internet has
challenged the way movies are rented in the United States. Blockbuster, one of the
biggest video rental companies, has completely restructured its operations to meet the
market demands due to the emergence of the Internet and companies like Netflix. The
first impact the online video rental industry made on Blockbuster was making late fees
obsolete. Blockbuster enacted a “no late fees” policy in 2004 to remain competitive in the
industry. The company gave up about $450 million in late fee revenue and $250 million
to $300 million in operating income the first year the policy was enacted (Halkias). This
is not counting the increased number of new releases the company needed to purchase to
meet customer demand due to the policy. Under the "no late fees" program, a customer
was charged the purchase price for a movie if it was kept longer than 14 days. The charge
was dropped if it was returned within 30 days, and the customer was then charged a $1.25
restocking fee (Halkias). Blockbuster then created Blockbuster Total Access in attempts
to compete in the online video rental market. With Blockbuster Total Access, customers
would pay a subscription fee of $24.99 a month and rent up to 2 movies online at a time.
4
Netflix, the online DVD rental pioneer, sold a similar service for $21.99 a month.
Company CEO, John Antioco, said the overall online subscriber market is about 3
million to 5 million households, and he believes Blockbuster can attract a 30 percent
market share (Halkias). Blockbuster spent between 70 and 90 million dollars on the Total
Access program in hopes of reinventing itself. Program costs and continued decline in
rentals caused the company’s 2004 earnings to fall about 10 percent below the $1.48 a
share earned in 2003 (Halkias). The company will have to continue developing in this $8
billion dollar a year industry as it continues to change. Within another four years,
customers are expected to spend about $1.7 billion getting movies from cable to watch at
their convenience (Cohen). The video rental industry is also moving to legal downloading
sites such as CinemaNow Inc. Founded in 1999, the service lets people download movies
as a rental with a viewing window, or buy the film outright and burn it on a di.
ISOM 310 Netflix CaseNetflix 2013 Case Online Video Matures.docx
ISOM 310 Netflix Case
Netflix 2013 Case: Online Video Matures
In the 1980s and 1990s, people joked about how difficult it was to program a VCR to record a television program. Products like TiVo and other DVRs (digital video recorders) made it easy for consumers to record broadcasted shows and movies. Today, consumers have a wide variety of options in satisfying their desire to watch movies and TV shows. They can rent DVDs and video games from traditional brick and mortar video stores, such as Blockbuster. Cable TV and Satellite TV companies offer premium subscription channels (such as HBO) for a monthly fee, as well as, video-on-demand services. There are other options for those with broadband Internet connections, such as programs that store entertainment and redirection devices (like Slingboxes
). Consumers also can rent or purchase DVDs, Blu-ray discs, and video games at video rental stores, vending machines (like Redbox
), and also can purchase them at electronic stores (such as Best Buy), discount stores (such as Target), or on the Internet (Amazon and Apple, plus many others). In addition, there still is much illegal file sharing of copyrighted digital content. Today, when consumers want to watch a particular movie at any particular time, they have many options.
The U.S. movie "rental" industry has changed. Direct online distribution of content (whether by real-time streaming or downloading for playback) has replaced physical media as the normal method
. Even traditional DVD retail companies like Wal-mart and Target are getting into the digital streaming business
. In addition, many laptops and almost all netbooks and ultrabooks today are being shipped without an optical playback device (i.e., one that can play a CD, DVD and/or Blu-Ray). Obviously, the same is true for smartphones and iPods. In addition to those mentioned above, there also are additional options for receiving digital streaming entertainment, including Internet-enabled TVs, set-top boxes (like Boxee
), game consoles, computers, and readers like the Kindle or Nook. Nonetheless, as of 2010, eighty percent (92 million) of all U.S. households still had at least one DVD or Blu-ray player, leading many to believe the DVD business will retain demand and some profitability for several years to come.
New Competitors and Content
Numerous companies now compete in the shrinking DVD and video game rental industry. Dish Network purchased Blockbuster out of bankruptcy and, in early 2012, has closed 500 of the 1500 remaining stores. Blockbuster, the largest video rental chain in the United States, has launched a variety of initiatives to provide online DVD and game rentals. Dish Network limited the customer base of the current streaming service to pre-acquisition customers and Dish Network subscribers. Recently, Samsung announced (February 20, 2012) a deal with Blockbuster to stream thousands movies to the company's smartphones, tablets, ultrabooks, laptops, smart T ...
Streaming Wars-- the Netflix's way
This document discusses the online movie rental business and competition in the video streaming market. It provides details on Netflix's business model and history, including milestones like their billionth DVD delivery. It also outlines competitors in the streaming and rental space like Hulu, Redbox, cable/satellite providers, and premium channels. The document considers factors that could impact Netflix's ability to succeed in this competitive landscape, such as content availability and pricing/bundling approaches from other players.
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Netflix is the world's leading streaming entertainment service, offering TV shows, movies, documentaries across 190 countries. It began as a DVD rental service in 1997 and launched streaming in 2007. Netflix now produces its own original content and has over 158 million paid subscribers globally. While it faces competition from Amazon, Hulu, and others, Netflix has maintained its lead through a focus on commercial-free, unlimited streaming and exclusive original productions. The company expects continued growth in subscribers and revenue as streaming video on-demand remains an expanding market.
Netflix branding stumbles
Netflix originally pioneered online DVD rentals and subscriptions but struggled after attempting to split its DVD and streaming services into separate brands. In 2011, Netflix announced it would charge $7.99 per month for each service instead of the combined $9.99 rate. Over 600,000 unhappy customers cancelled in response. Netflix also tried unsuccessfully to rebrand its DVD service as "Qwikster" before admitting failure and cancelling the split after just one month. The document analyzes Netflix's mistakes in not properly researching customer preferences and expectations around pricing and branding changes.
Published by Flat World Knowledge, Inc.© 2014 by Flat .docx
Published by Flat World Knowledge, Inc.
© 2014 by Flat World Knowledge, Inc. All rights reserved. Your use of this work is subject to the License Agreement available
here http://www.flatworldknowledge.com/legal. No part of this work may be used, modified, or reproduced in any form or by
any means except as expressly permitted under the License Agreement.
Information Systems: A Manager’s Guide to Harnessing Technology V 3.0
By John Gallaugher
Chapter 4
Netflix in Two Acts: The Making of an E-Commerce Giant and the Uncertain Future of Atoms to Bits
Learning Objectives
Understand the basics of the two services operating under the Netflix business model.
Recognize that the firm has experienced wild swings in market perception and stock performance as it attempts the difficult transition from relying on a model that may soon be obsolete to one that may hold promise for the firm’s long-term viability.
Introduction to Netflix
Netflix started as a DVD rental business
Known for best-in-class service
Netflix rightly surmised that digital streaming is the future.
Firm was split into two.
Internet based streaming services.
Traditional DVD by mail services.
Transition from a DVD based service to Internet based video streaming business resulted in:
Drop in customer base.
Drastic fall of share prices.
To bring back profits, the firm:
Aggressively expanded the firm’s customer base, both domestically and internationally.
Sponsored the creation of critically acclaimed, original content.
Learning objectives
Recognize the downside the firm may have experienced from an early IPO.
Appreciate why other firms found Netflix’s market attractive, and why many analysts incorrectly suspected Netflix was doomed.
Understand how many firms have confused brand and advertising, why branding is particularly important for online firms, and the factors behind Netflix’s exceptional brand strength.
Understand the long tail concept, and how it relates to Netflix’s ability to offer the customer a huge selection of movies.
Learning objectives
Know what collaborative filtering is, how Netflix uses collaborative filtering software to match movie titles with the customer’s taste, and in what ways this software helps Netflix garner sustainable competitive advantage.
Describe the sources of Netflix’s size advantage in the DVD-by-mail business, and how this large scale is a difficult-to-create asset for any start-up trying to compete in DVD-by-mail.
Understand the role that scale economies play in Netflix’s strategies, and how these scale economies pose an entry barrier to potential competitors.
Recognize how Netflix built a data asset and why this asset was so valuable in the firm’s original business model.
Understand the role that market entry timing has played in the firm’s success.
Netflix: Going Public
By going public, Netflix had to disclose its financial position.
Resulted in two big competitors entering the market: Blockbuster and Walmart
Netflix maintaine ...
Netflix a company that did well in recession
Netflix was a company that thrived during the 2008 recession due to its business model and strategy. It operated 3 business segments - domestic streaming, international streaming, and domestic DVD. In 2009, Netflix's revenue increased 26.6% to $1.16 billion from increased subscribers attracted by its compelling value proposition of streaming and DVD rentals for one low monthly fee. Key factors in Netflix's success included offering combo streaming and DVD plans, being an early entrant in internet video delivery, and expanding its available streaming devices.
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Netflix is analyzing strategies for entering the video-on-demand (VOD) market as its DVD rental business declines. There are three main impediments to VOD adoption: connectivity, content availability, and technology adoption. Netflix has strengths like its large customer base and recommendation system, but weaknesses like slower DVD delivery versus instant streaming. The alternatives are licensing content, standalone streaming, or a separate online video business. The recommendation is for Netflix to pursue licensing agreements to build an online movie library for streaming. This should leverage Netflix's brand while the DVD business declines slowly. In the long run, as bandwidth and devices improve, streaming partnerships may decline but licensing will remain important.
Online Video Rental
The document provides statistics about Google, Wikipedia, and YouTube as well as information about online video rental services. It discusses how online video rental works, the types of plans offered, and major players in the industry such as Netflix. Netflix is discussed in depth, including its history, services offered, advantages and disadvantages compared to Blockbuster and Amazon, and the market scenario in India. Major competitors in India are also outlined. In conclusion, opportunities for growth in the online video rental industry in India through improved logistics, social media, anti-piracy efforts, and corporate partnerships are discussed.
Online Video Rental
The document provides statistics about Google, Wikipedia, and YouTube as well as information about online video rental services. It discusses how online video rental works, the types of plans offered, and major players in the industry such as Netflix. Netflix is discussed in depth, including its history and services. The competitive advantages and disadvantages of Netflix compared to Blockbuster and Amazon are outlined. The market scenario for online video rentals in India is also summarized, along with some of the top competitors in that market.
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[The Impact of the Internet on the Video Rental Industry.docx
[The Impact of the Internet on the Video Rental Industry.docx
ISOM 310 Netflix CaseNetflix 2013 Case Online Video Matures.docx
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Published by Flat World Knowledge, Inc.© 2014 by Flat .docx
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Netflix Case Study
- 1. On-line DVD Rental NETFLIX Laurie Bouchard Kikuyu Daniels Stephen MacNeil John McDonnell Christine Palkoski
- 10. Main Competition Source: 2008 Data from Hoovers, SEC Netflix Blockbuster Redbox Industry Median Annual Sales ($M) 1,364.7 5,542.4 22.4 Employees 1,644 59,643 750 Gross Profit Marin 33.30% 51.90% - 36.00% Net Profit Margin 6.10% 0.50% - -11.50% Return on Invest. Cap. 19.8% 1.8% - 2.9% 12 mo. Revenue Growth 13.2% 0.6% - 8.7% 12 mo. Net Income Growth 24.0% 0.0% - 15.2%
- 13. Video Streaming
- 14. Video Streaming
- 16. Video Streaming
- 18. Exclusivity Issues Source: Netflix 2008 Investor Day Presentation