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Netflix Technological Case Study
Proposed strategies for netflix
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Netflix Case Study The video rental industry began with brick and mortar store that rented VSH tape. Enhanced internet commerce and the advent of the DVD provided a opportunity for a new avenue for securing movie rentals. In 1998 Netflix headquartered in Los Gatos California began operations as a regional online movie rental company. While the firm demonstrated that a market for online rentals existed, it was not financially successfully. Netflix lost over $11 million in 1998 and as a result significantly changed the business model in 2000. The new strategy included focusing on becoming a nationally based subscription model and focusing on enhancing the subscribers experience on their website. The change in strategic focus has allowed Netflix to grow into the largest online entertainment subscriptions service in the United States with over 6.3 million subscribers (Netflix). Netflix first grabbed the attention of many customers when, unlike the local video rental store, they eliminated due dates and late fees charged by traditional video rental stores. The Netflix model allows customers to pay a monthly subscription fee for which they receive as many movies as they want in a month. The subscribers order DVD’s via the firms website and delivered through the United States Postal Service. Subscribers keep the movie as long as they want and when finished return it to Netflix in a postage paid envelop. Netflix’s derives a much of their competitive advantage from their ability to offer each subscriber convenience and a personalized experience. The firm’s CineMatch software gathers data from subscribers’ online profiles, movie rental history and a subscriber’s movie ratings to develop a person... ... middle of paper ... ...iding convenience, selection, personalization and a low cost method for product delivery. Netflix posted gross profits for the fiscal year ending December 2006 of 996.7 million and increase of 314.5 million over the prior year. Net income increased by 16.8% during the same period. On February 25, 2007 the firm, hit a milestone when they delivered the 1 billionth DVD. Sources Datamonitor.com “Netflix” 2007, Jan EBSCOhost. . Laudon, Kenneth C. Traver, Carol. E-commerce: Business. Technology. Society 3th ed. Pearson Prentice Hall. Upper Saddle NJ, 2007. Netflix.com 2007. 18 April 2007 . Netherby, Jennifer. “Pressure on Netflix” Videobusiness.com. 29, January 2007. United States Securities and Exchange Commission. (2006). Form 10-K: Net flixr, Inc. Annual Report. Washington, D.C. Wikipedia.com “Netflix”. 18 April 2007.
A major strength that Netflix has is their ability to push for such innovation. They have reached new lengths since their start in 1997. From in-mail DVDs, to streaming media on smartphones and tablets, it’s unbelievable to witness this in the making. I think the world is a little shocked on the technological advances of Netflix. What they have done so far is spectacular and it is all because of innovation. New ideas and new strategies developed over the last fifteen years has lead Netflix to where they currently stand today. They currently have a subscriber base of over 700, 000, offering thousands of titles on many different devices. This was made possible because of their ability to innovate and strive for new technological advances. I consider Netflix a very brilliant company. Their strengths are very clear, but this isn’t to say that they have no weaknesses. Netflix has far more competitors now, than they had 15 years ago. I would say that their biggest weakness is not offering enough newer content. Some of their competitors such as Hulu, offer a ridiculous amount of new content. Netflix seems to have a large amount of titles, but majority of these titles are older titles. They need to offer newer titles more often than less. With the company advancing and technology on the rise, the younger population aren’t into the older titles. The younger population now take up a good chunk of the customer base. Netflix must
A critical SWOT analysis of Netflix’s social media techniques clearly shows they are ahead of the game and not backing down from rising competitors like YouTube which is gaining viewers by increasing the amount of online content.
? Netflix provides a subscription-style e-commerce service. Over 95% of customers pay at least $17.99 a month which includes unlimited rentals with up to three titles at a time. A comparably low monthly fee, allows Netflix to lead market share of online DVD rentals while competing with traditional brick and mortar rental stores. Meanwhile, Netflix might keep the customers who try the service and happy with it continue paying the monthly fee. Therefore, Netflix has fewer problems in predicting revenues.
It has movies that you can't find anywhere else. Netflix uses collaborative filtering technology to send you emails that alert you to movies that you might otherwise never consider. Netflix saw the video- and game-rental market move to DVD and built its business around that trend. Netflix doesn't rent videocassettes, only DVDs (in part because they're lighter and cheaper to mail). Netflix was able to identify and implement a strategy for growth through product and services acquisition, by turning what seemed like an unprofitable rental business into a rental driven financial blockbuster.... ...
Trends and technology advancements over the years have impacted the way people perceive, access, and consume what is made available to them. While the glorious days of the movie industry are over, there seem to be resurgence in movie consumption led by technologies that have enabled people to “bring the movies home”. Today, the home entertainment industry remains a trademark in the United States where it generated “18.3 billion dollars in consumer spending on Blue-Rays, DVDs and electronic copies of films and TV shows” in 2013, as to make it the number one country in the world in terms of media and entertainment consumption (Lang, 2014). Redbox Automated Retail, LLC built its success by bringing entertainment and convenience together. The company based in Oakbrook Terrace, Illinois, was able to penetrate major retail channels and to link the rental industry to high-traffic stores such as McDonald, Wal-Mart and 7-Eleven. Since 2004, Redbox has imposed itself as a leading player of the entertainment industry.
When using Netflix, the client has the option to watch movies online at their convenience, an option that Redbox does not offer. Receiving movies in the mail is optional while using Netflix services. Unlike Redbox, Netflix offers more than just movies, they also offer television shows and Netflix Original series. Redbox is strictly movies and games for now. Netflix even allows their clients to access their movies or television show on mobile devices, using the app. This service is more appealing to the younger generation and less mobile movie watchers. The Netflix user can watch their favorite movie or television show while traveling, something Redbox users cannot do. The Netflix user can even access the Netflix app through their home entertainment system. If the Netflix user wants to have family movie night at the spare of the moment it would be more convenient rather than going to a local Redbox location to rent a movie. Netflix offers a wide variety of new and old hits. If a person has limited mobility Netflix will be the best choice for them. If a person is bad about not returning movies on time, or simply just wants to watch the movie more than once, Netflix will be a life
Netflix has been able to ask better questions and make informed business decisions based upon superior data, data visualization tools, as well as a business culture that entrenches both. Through business analytics, Netflix delivers personalized services to each of its customers by aggregating data about customers, trends, viewing habits, and genres. Therefore, data analytics has helped Netflix to answer crucial questions that most companies still grapple with. The company has utilized analytics to gather and use intelligent information in its business thus making it more
In conclusion, the vast technology change opens many opportunities for Netflix to grow. By assessing the market environment and challenges, it enables Netflix to overcome the obstacles to remain as the market leader. To achieve the future growth, Netflix should implement both strategic and tactical approaches to compete with others. The strategic and tactical business plans for Netflix are improving content libraries, developing more partnership with production firms, and staying with the low-pricing strategy.
The movie rental industry is now moving from just DVD’s and getting into the streaming and movies on demand system which makes them to be marketable and have a firm corporate survival with profit maximization. By saying this, I believe this industry is a good industry to enter into using the right strategies to gain competitive advantage. With the use of business intelligence via effective CRM, the needs and preference of customers can be identified and capitalized on. This would enable movie rental industry to move from into a competitive advantage position by making available what customers are actually calling for and not what they think is good for the customers. An example would be the streaming of movies directly into customer homes which enables their service to be customer driven.
Companies like Amazon and Netflix are very effective in predicting what customers normally buy and watch. Knowing what your customers are or are not buying will allow you to position products that they are statistically likely to purchase based on recent transactions and activity. This is a powerful tool for Netflix because it keeps users engaged and actively using the service but also allows them to tailor their investments in content towards items that are more likely to keep users active on their site.
When Blockbuster finally realized they needed to modernize operations and change with an ever developing industry they were unable to because of their enormous debt and negative cash flow. Senior management failed to see how advances in technology would lead to changes in how consumers rent and purchase movies. During Blockbuster’s prime they squandered their earnings on bonuses and lavish meetings. Their arrogance led them to feel invincible and that no one could ever catch them. Blockbuster management, in the end, failed to see the need to evolve to meet their customer’s needs while other companies rushed to fill this void.
Netflix was established by Marc Randolph and Reed Hastings in 1997 in California. Initially, the company offered a DVD-by-mail service for a monthly, flat rate subscription fee. Videos were sen...
Netflix and movie theaters each have their advantages, but when it comes to the four factors discussed Netflix is the clear winner. Netflix has a larger variety for a better price, while being convenient for the viewer. While
1) Netflix’s currently does not have a user-friendly method for customers to stream videos onto television sets. Netflix is entering agreements with the manufacturers of game systems, Blu-ray disc players, and televisions to include software capable of streaming Netflix videos. 2) There is strong competition with other companies that offer video streaming at no extra charge. Additionally, Netflix and its competitors are attempting to enter the digital world.
Netflix, Inc., is an Internet television network, engaged in the internet delivery of television shows and movies on various Internet-connected screens. There are three segments: Domestic streaming, International streaming, and Domestic DVD. It offers members the ability to receive TV shows and movies streaming content, including series, documentaries, and feature films. These features can be watched through TVs, video players, mobile devices, etc. The company also provides DVDs-by-mail membership services. Netflix, Inc., is located at 100 Winchester Circle Los Gatos, CA 95032. Netflix has been in business since 1997 (19 years). Over the next five years, the analysts that follow this company are expecting it to grow earnings at an average annual