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Blockbusters company through the years
The Rise and Fall of Blockbuster
The Rise and Fall of Blockbuster
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As an industry is born, it naturally begins to move through the industry life cycle. This includes five stages: introduction, growth, shakeout, maturity and decline. Business strategy is significantly affected by each one of these stages. In some cases, entire industries have fallen at the hands of this natural cycle. Take the video rental industry, for example. The introduction of videos and video cassette recorders (VCR) occurred in the 1950s. It wasn’t until the 1970s, however, when the first video rental store popped up. These stores provided ways for consumers to pay a small price to rent a video for a few days rather than pay a large price to own it. As is typical with the introduction stage of the cycle, there were few competitors …show more content…
Video rental stores entered this phase and entered into intense competition with one another. It was at this time that the strongest competitors began to take on a larger share of the market by slashing prices or offering additional services. Those firms that made it through the shakeout stage now entered the penultimate stage of the life cycle, the maturity stage. Now that only a few firms remained, they enjoyed an oligopoly of sorts. Possibly the largest name video rental store at this time was Blockbuster, and they enjoyed the largest share of the market and the greatest percentage of profits. As is almost always the case, however, the industry then entered into a stage of decline. Changes in the external environment, such as the introduction of DVDs and rental services such as Netflix and Redbox decreased the demand for video rental services. More and more frequently, consumers were turning to these other, more convenient forms of television and video. While some firms may have chosen strategic options such as harvesting, maintenance or consolidation, most others were forced to exit the industry and others soon followed. Video rental stores flourished for a while but eventually succumbed to the natural life cycle of an industry. Today, the idea of a video rental store is foreign to some and, for others, merely a distant
Movies today are extremely expensive to make and are typically financed through either film studio contracts or from investors willing to take a risk. In order to be successful, movies need to be marketed and distributed either under contract by the film studios or by companies that specialize in such services. The aspects of financing, marketing and distribution of films have changed between the studio and independent systems over the years as the evolution of the film industry took place.
Gamble, J., & Thompson A. A. (2013). Redbox's Strategy in the Movie Rental Industry. In Essentials of strategic management: The quest for competitive advantage (pp. 295-303). New York, NY: McGraw-Hill/Irwin.
The final phase according to Jim Collins is capitulation to irrelevance or death, which is growth declines and the company’s stock, is no longer popular. Unfortunately, for Blockbuster, a once thriving and growing retail movie rental store, which previously had taken down its competition entered this phase and would quickly lead to the company’s death. Satellite TV distributor Dish purchased Blockbuster at an auction in 2010. Immediately, Dish began to close retail locations. Most recently, in November 2013, Dish announced that it would close all the remaining company owned stores. In addition, Blockbuster’s DVD by mail and online programs would cease operations, too. As a result, Blockbuster died.
According to the history of movie rental, home video, and gaming, Netflix was the first company to introduce the movie rental service back in April of 1998 and offered more than 900 titles (Lardener, 2010). Ever since, the industry has become larger with new technology such as online streaming and next day delivery. Also, more competitors are now available and provide the same services, such as Amazon, Wal-Mart, blockbuster, and Redbox kiosks.
Blockbuster founded in 1985 by David Cook, the first store opened in Dallas, Texas. At its peak, Blockbuster had up to sixty thousand employees and more than nine thousand stores.[4] “With more than 8,000 VHS tapes in more than 6,500 titles, Blockbuster store was three times larger than its nearest competitor. Unlike other video chains that stored movies behind the counter, Blockbuster displayed titles on shelves.” [2] It became the giant movies and video games rental chain. So, why such a giant entertainment provider ended up filed for bankruptcy and closing thousands of it stores? It leaves you with a weird memory and hard to get worked up about a once massive corporation, but still dewy-eyed recalling a trip to brin...
The idea inspired Reed Hastings and Marc Randolph, and then they founded Netflix in Scotts Valley, California in 1997 (Netflix, 2014). The company comes into play by developing a subscription-based streaming platform for movies and television shows. Unlike the traditional movie rental businesses such as Blockbuster and Redbox, Netflix’s innovation offers service via Internet, and it does not have any physical stores but instead delivers DVDs through postal mail in the U.S. Since then, Netflix has become the world’s leading internet television network with constant growth of customers to over 48 millions members in more than 40 countries in the North America, Europe, and the Latin America (Netflix, 2014). In this analysis, the main focus is examining the current market environment for Netflix. It identifies the type of market structure that Netflix is currently competing. The analysis also expands on the competitions, product differentiation, pricing strategy, and measuring the level of easy entry-and-exit.
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).
Although Hastings vowed to be divergent from other video retailers, his goal was to use an identical pricing strategy; however, one that would “appeal to customers [. . .] who used online shopping as an alternative to traveling to retail outlets” due to ease of access and more preferences (Shih, Kaufman, & Spinola, 2009, p. 3). Furthermore, Netflix launched its business at a time DVDs had barely hit the marketplace as the firm anticipated the new technology to be a promising venture. Nonetheless, within a year DVD players became so vast...
In this paper, I would like to analyze Netflix’s distinctive strategies based on their competitive advantage and how it covers from its strategy mistakes in the high threat industry as well as give some viable suggestion for the future development of the company.
For many companies, the phases started and ended at different times, depending on the state of technology and the firm’s ability to react and capitalize on market opportunities. Chandler further noted two facets of industrial growth:
In this paper I have analyzed the past and present condition of Blockbuster. Given the right circumstances and execution, Blockbuster can once again return to the video rental powerhouse status they enjoyed throughout the 1990s.
Reed Hastings (co-founded) founded Netflix in 1997. During this time, Netflix offered DVD rentals by mail. As Netflix went public in 2002, shortly a year later their subscription reached the one million mark (Netflix Management, 2011). Recently, Netflix is recognized as one of the 50 most innovative companies, ranking number eight for “streaming itself into a $9 billion powerhouse (and crushing Blockbuster)” with 20 million subscribers (fastcompany.com, 2011). This success shows how Netflix embraced a business approach where their mission was to take the troublesome experience of everyday consumers and transform them into a business opportunity. Below illustrates how Netflix rank in other categories.
Movie theaters are conglomerates in the film industry. Only a few competing firms. Offer the same ticket prices and provide the same products and roughly the same services to customers.
The distinction between the start-up and growth stages in not easily defined. The distinction lies in the revenues, profits are stronger and are consistent with an increase in customers, as well as, new and exciting opportunities for the employees to pursue. Managers can look forward to many managerial challenges, perspective policy issues and re-evaluating the business plan for revisions. A manager’s focus should be in the running of the business, with a greater emphasis on accounting and human resource management systems. New staff will have to be hired, trained and prepared for the influx of business.
The film industry has always been somewhat of a dichotomy. Grounded firmly in both the worlds of art and business the balance of artistic expression and commercialization has been an issue throughout the history of filmmaking. The distinction of these two differing goals and the fact that neither has truly won out over the other in the span of the industry's existence, demonstrates a lot of information about the nature of capitalism.