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Analysis on the history of Netflix
Essay about the history of netflix
The History of Netflix Research Papers
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Netflix offers streaming entertainment content to its customer as well as DVDs and Blu-Ray Disc content by mail. Netflix now, has 29.2 million people in the US subscribed to its $8-a-month streaming plan, which is, for the first time, greater than HBO’s domestic subscription base of 28.7 million. The cable TV industry’s stagnation has had its own trouble signing up new subscribers. (Outside the US, the situation is much different: HBO has a huge lead over Netflix. Offering VOD through online streaming Netflix was the first to enter the market giving them a competitive advantage over HBO in international markets. Netflix entry into the VOD market strategy was to offer specialize product that catered to the consumer preference and economies of scale and cost advantage.
Threats of New Entrants
When Netflix first began, in 1997, they quickly branded themselves as a DVD by mail Service Company. Netflix set this platform, and the barriers to enter this industry were high. The industry wasn’t saturated and had room to make profit; many companies began to emerge (Newman, Rick). Nonetheless, there’s not a lot of infrastructure to building a video on demand business, the barrier to entry was low. The threats to new entrants would face is the actual business model itself with R&D, patents, and cost being a factor. Also, the capital that is required to attain a license to a movie is considerably high. The threat of new entrants includes HBO GO, Amazon Prime and On Demand TV, and most of the companies’ desire to venture into the movie rental business, and it has proven to be successful (Kopytoff, Verne). The industry is still young, and many of the businesses are still experimenting with their business models.
As a result of rapidly chang...
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Mueller, Jim. “5 Threats That Could Kill Netflix”. The Motley Fool. 29 April 2011.
http://www.fool.com/investing/general/2011/04/29/5-threats-that-could-kill-netflix.aspx
Newman, Rick. “How Netflix (and Blockbuster) Killed Blockbuster”. 23 September 2010.
http://money.usnews.com/money/blogs/flowchart/2010/09/23/how-netflix-and-blockbuster-killed-blockbuster
Hargreaves, S. (2013, 09 13). 15% of Americans lives in poverty. Retrieved from http://money.cnn.com/2013/09/17/news/economy/poverty-income/
Netflix, Inc. (2013), Form 10-K 2013. Retrieved March 19, 2014 from http://ir.netflix.com/sec.cfm
Ramachandran, Shalini. 2014, February 23. Netflix to Pay Comcast for Smoother Streaming. Wall Street Journal.
Netflix. (2013, April 23). Financial Times (London, England). Tuesday USA Edition 2, LEX Column, p. 10
Companies like Netflix that have been in the movie streaming industry for many years, and have a large portion of the market for streaming movies make it difficult to others to enter into the online movie rental industry. Netflix has already established a large library of movies and TV shows available for its members. It would take Redbox a number of years and resources in order to catch up with the infrastructure that Netflix already has available and ready for the consumer right now. Redbox would need to analize the opportunity cost of going into a new market or staying and investing in the current kiosks market and making sure that it is the best it can be. Redbox may be subject to others entering into the kiosks market to tap in on a low cost profitable business model. Blockbuster announced the intentions of entering into the kiosks market, which would have taken some of Redbox's share of the profits in a small percentage. However, in 2012 Redbox purchased Blockbuster kiosks business. According to LA times:
Netflix. The. Reed Hastings and Marc Randolph, 29 Sept. 2009.
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.
S. W. O. T. Analysis Strengths:.. ? 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 the 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.
“Stock of the online DVD rental company was up more than 15% in early morning trading Thursday. Netflix increased their forecasts for both revenue and total subscribers today, trying to compete with powerhouses like Blockbuster and Wal-Mart. The increased forecast stems from a slew of new subscribers that have invested in the service after a price decrease from $21.99 to $17.99 last month. Despite the increases in revenue and subscribers however, some analysts feel that the business model is “fatally flawed” and the company may fall by the wayside due to competition from the aforementioned retail and entertainment powerhouses.” Investors Guide reported this.
[1] Halal, Bill. "How NetFlix Beat Blockbuster: An Exemplar of Emerging Technologies." William E Halal RSS. N.p., n.d. Web. 09 Dec. 2013.
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.
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.
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...
After receiving a ridiculously high fee for returning a movie late, Reed Hastings said that there had to be a better way to rent and watch movies and TV shows from the comfort of their own homes. Hence, in 1997 Reed Hastings and Marc Randolph, a software executive, co-found what is known today as Netflix, “the world’s leading internet subscription service for enjoying movies and TV shows,” (Netflix, Facts). The purpose of this paper is to the process of exchange between Netflix and their customers, as well as Netflix’s approach to relationship marketing and how this marketing technique has helped Netflix leave their competitors in the dust when it comes to customer satisfaction.
Reed Hastings, co-founder of Netflix headquartered in Los Gatos, CA, began the company’s operations in 1997 after receiving an enormous late charge from a movie rental he returned long overdue. However, Hastings had the desire to be different than traditional movie outlets; whereas, customers had to drive to the location, pay a certain amount for each movie they rented, and were given a deadline in which to return the movie. Instead of using a method established by other video markets “to attract customers to a retail location, Netflix offered home delivery of DVDs through the mail” which eventually led to a booming business towards streaming forms of entertainment (Shih, Kaufman, & Spinola, 2009, p. 3). Today, Netflix exists along with several competitors; however, offers the most streaming content available for viewing, and continues to grow its subscriber base both domestically and globally. Although, direct and indirect competitors, acquisition costs, and several barriers present a financial threat for Netflix, the company has managed to grow with the acclamation of partnerships, expand to international territories, and vastly increase its price in shares of stock.
As the firm moves forward, top managers must pay attention to staying unique to sustain a competitive advantage. Netflix does not own their content, nor do they have any tangible assets. Netflix is a part of a broad range of network users. As technology continues to grow exponentially, Netflix will have to be readily adaptive to change and innovation. Technology never stops growing and evolving, therefore, Netflix’s business platform should never stop growing and evolving. At the same time, they must be careful to remain user friendly and customer centric by keeping the technology at a level where users will not have to obtain a certain set of technological skill sets.
The twenty year journey of Blockbuster has not been without bumps, valleys, road blocks, and detours. Blockbuster has come under legal fire from Netflix, a major online competitor, the Free Trade Commission for attempting a host...
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.
Woollacott, Emma. "Netflix Checks Piracy Stats To Help It Decide What To Buy." Forbes. Forbes Magazine, 16 Sept. 2013. Web. 23 Jan. 2014.