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Netflix vs. blockbuster case analysisReed Hastings has already been a success for beginning new companies. He first made a
name for himself by going public with Pure Software in 1995. After the development of this
company he began to obtain several other companies and made Pure Software one of the
50 largest public software companies in the world by 1997 until they sold to Rational
Software in 1997. From there Hastings moved on to others projects. He noticed that there
was a demand for the ability to rent movies. With a large customer base he figured there
was no question that his company could fail. Since the internet was booming, Hastings
sensed the opportunity for online movie rentals. This began the only movie rental industry to
a large audience. With one company becoming successful, it wouldn’t be but a matter of
time before others began to catch on and begin to reap the benefits of someone else’s idea.
Back in 1985, David cook wanted to fill a niche market just like Hastings. He wanted to load
a market for customers who wanted to rent an assortment of VHS movies. By selling off his
existing oil and gas software business, Cook subsidized the first store. By 1986, an initial
public offering was started in order for the need to raise capital to fund further expansion.
However, a harmful news article delayed this offering. Running into liquidity problems,
Blockbuster had an ending result in a $3.2 million loss. In 1987 cook sold a one-third stake in
the company to a group of investors. In conclusion, Cook was forced to turn over future
control of the company, and eventually left the company. 2003 was the most interesting
year for Blockbuster. The company placed a net loss of $845.2 million, which shifted
Blockbuster to make some important decision for the company’s future.
The five forces model is a tool used to diagnose the competitive pressure of the industry.
From these five different areas of the market, this model evaluates the power and
significance of each pressure. The strongest of the five forces comes from rivalry among
competing sellers. Firms will use any resource or weapon available to gain a better position
in the market. Many marketing experts say that rivalry refers to the jockeying of market
share by firms. There are two main types of players in the video rental industry: Traditional
renters, such as Blockbuster, who operate physical store locations, and mail-order renters
such as Netflix. Competition for market share is brutal for the traditional renter. As this type
of renter, Blockbuster has positioned itself with a profound fixed cost communications
venture in retail store locations. Due to this high fixed cost, by spreading the cost over many
rentals will be the only way Blockbuster can lower its average cost per item. As in any
industry, if competition takes market share away from a company it is possible for the cost
to increase. Blockbuster will eventually find itself competitively disadvantaged if this were to
happen. Therefore, Blockbuster fiercely competes to maintain its market share. This can be
seen via several recent Blockbuster promotions, most of which were aimed at the
competition from Netflix. Tactics such as the Blockbuster game or movie pass, which is
limitless game or movie rentals for a flat per month fee, were designed to come from the
loss of market share. In order for Blockbuster to remain cost competitive overall, Blockbuster
will regain some market share through these passes, even though they do not generate as
much revenue as per rental fee.
Mail order firms such as Netflix have a different cost structure in contrast to the traditional
renter. Netflix’s distribution centers, inventory, and website maintenance are primarily
Netflix’s fixed costs. These fixed costs in total are far lower than the fixed costs a chain such
as Blockbuster acquires. In isolation, the fixed cost per rental element for Netflix is lower,
and Netflix can reach a competitive average cost at much lower rental amount. This allows
them to offer flat fee rentals, while maintaining a lucrative margin. In order to steer clear of
rising cost average costs, Netflix may not need market share as desperately as Blockbuster.
However, Blockbuster will be placed at a price disadvantage if Netflix recognizes that it can
steal enough market share away from them. Thus, this leads to intense competition and firm
rivalry as well.
Because the industry is stagnant, there are many other factors influencing firm rivalry in the
video rental industry. The only real alternative for growth is to increase market share, since
the size of the market is not expanding. This obviously intensifies competition. Furthermore,
movie/game rentals are an extremely undifferentiated product. A rental from Blockbuster is
exactly the same as a rental from Hollywood video or Netflix. There are little or no switching
costs for consumers to move between firms. This strengthens price competition for
consumers to gain market share. Finally, there are strong exit barriers for companies such
as Blockbuster. As a result, Blockbuster will continue to match prices with Netflix or others
as it struggles to survive, increasing the competition even more. Prior to the explosive
growth of the internet in the late 90’s, a strong dispute could be made that there were high
entry obstacles in the video rental industry which restricted competition. This would include
the relatively large economies of scale required to operate retail locations which did not
operate at a cost disadvantage relative to Blockbuster. Another entry barrier was the high
brand loyalty enjoyed by Blockbuster, which was the place to go for movie rentals. Lastly,
new firms would also face entry barriers in the form of needing to generate sufficient volume
in order to gain access to revenue sharing agreements with the studios similar to those
which blockbuster had in place.
With the evolution of the internet, all of these factors changed. However, the retail location
entry barrier disappeared as technology allowed companies such as Netflix to reach a
nationwide audience without a physical appearance. Blockbuster had alienated many of its
customers by not keeping enough copies of popular movies in stock, among other reasons
mentioned prior. Therefore, the brand loyalty barrier was overcome mostly by chance. The
barrier of needed to have enough volume to negotiate profit sharing agreements with
studios simply became debatable. DVDs has replaced VHS, and DVDs were priced for retail
sale less than $25.00, unlike VHS which was rental priced in the 70-90 range. This meant
that Netflix did not have to negotiate revenue sharing like Blockbuster did in the days. As a
result, competition has amplified further because there are now few entry barriers in this
industry. Video rentals are bountiful with substitute products. This includes items such as
pay-per-view, VOD, and streaming on-line videos. As these are all feasible alternatives, the
threat of substitutes plays the role of yet another intensifier in delivering a nearly identical
product. Suppliers in the video rental industry yield minimal power when addressing this
force in Porter’s model. An input such as games and DVDS is nearly identical for all
suppliers. As mentioned above, there is a wide availability presence of substitutes and also
virtually no ability to price discriminate. These factors erode the supplier power while at the
same time intensifying the position of buyers. Therefore, the dominant trend in the future
will result in intense competition with falling prices because when all five forces are
combined it will be apparent that firms will have a strong desire to compete on price within
the video rental industry.
It is important to analyze potential profitability with a firm using a SWOT analysis. First,
Blockbuster will be analyzed internally and externally followed by strategic
recommendations. Strengths of a company internally are very important when analyzing
growth and potential profitability of a company in a given industry. Blockbuster has roughly
8,000 stores worldwide. Therefore, Blockbuster products have a huge distribution channel
relative to all these locations. This in turn puts Blockbuster is a good position for distribution
and access to the world. Over 2, 600 store locations are outside stores. This distribution
available through Blockbuster also increases their bargaining power with studios. With the
presence of movie stores, there is an added convenience for their mail-order and internet
customers. Customers are able to return videos and rent new ones by mail and any store
location. This requirement results in a valuable database that may be used for tracking who
is renting and what they want to see or play. In turn, this allows Blockbuster to custom fit
store inventories to the members each store serves. This enables Blockbuster to implement
more effective marketing to its customers with such a strong database. All these locations
have helped make the Blockbuster brand identical with movie and game rentals. Therefore,
Blockbuster has various strengths including a strong brand loyalty with existing customers
and still being the face of movie and game rentals.
While analyzing the case it is believed that Blockbuster has many weaknesses in the
industry. Because Blockbuster was the leader in this particular industry, it shifted heavily
with them loosing money strengthening the intensity of rivalry. They tried to go online but
couldn’t keep up with competition. Therefore, one strong weakness overall is upholding a
store versus a warehouse. With all these weaknesses being profound it appears that
Blockbuster has 3 vital weaknesses such as memberships, inventory, and availability.
Because only members may rent from Blockbuster this weakness is perhaps true throughout
most of the industry. It puts consumers into a position that they are forces to choose, which
can result is many outcomes. Inventory is also a profound weakness. Because Blockbuster’s
inventory is limited and stores have limited space it provides weak spot for new movie
releases that are being released throughout the year. Stores must make the choice to bring
in more new releases or eliminate older movies that are less frequently rented. As a result,
this may put a strain on members who are looking for older movies or games that are hard
to find forcing them to go to a competitor. Lastly, availability of movies is another obstacle
Blockbuster needs to overcome. Consumers are in search of instant gratification today more
than ever before. For example, if a movie comes to the mind of a consumer that they want
to see they want it instantly. Therefore, if he/she cannot have it that day, then they may not
rent. Blockbuster’s opportunities can be tackled to exploit their weaknesses within which in
turn can be very beneficial to their company.
Moving on with the SWOT analysis, opportunities are very vital to a firm. Blockbuster has
many opportunities that can be foreseen for the future. One of the most important
opportunities that Blockbuster has encountered is transforming the movie rental business
through its mail order system. There are many competitors in the industry such as Red Box
and DVD play kiosks that people may rent with a credit card for one dollar a night with no
membership required. As a result, these kiosks have provided a strong opportunity for
Blockbuster. Blockbuster can still penetrate this market with its own DVD kiosks by
capitalizing on its own name. Blockbuster can also use its bargaining control as an industry
giant to bargain rights to provide PPV streaming of video, music and games. Also, the use of
digital media allows Blockbuster to offer a larger selection of films, music and games while
potentially reducing its physical inventory. Therefore, as a result, it will allow Blockbuster to
offer legal instant gratification to consumers, which is very important for an industry to
realize and capitalize on.
There are many threats that could be imposed on Blockbuster is this vigorous competitive
industry. As well as any other industry change in technology and shifting consumer
preferences is an ongoing threat. Due to new technology and marketing practices, new
policy and procedure awareness will be the main driving force of a company’s success, and
in turn, how well one adapts and adopts is vital. With other companies offering different
service, Blockbuster has encountered immense competition within this industry. For
example, Movie Gallery which provides the same features and attributes as Blockbuster and
the powerful Netflix. Netflix proposes flat rate rentals by mail and online streaming.
Consequently, movie stores and distribution is slowly moving towards a direct model where
consumers can access movies on demand. Some other important threats are that
consumers can still buy movies or choose to go out and do other things. Blockbuster is also
more expensive due to their business model. Therefore, if Blockbuster wants to stay afloat in
this highly competitive industry they will have to alter some aspects within their model.
There are many strategic recommendations that Blockbuster can benefit from. The first
recommendation for Blockbuster would be to close some of their locations within close
proximity of each other. This level of overlapping coverage may be unnecessary. This would
provide an alternative to reducing operations expense and ultimately fixed store costs would
go down. Furthermore, Blockbuster should not focus most of their attention on their stores.
They will not keep up in the ever changing industry trends in technology and peoples
preferences. Blockbuster also got rid of late fees with is good for consumers but bad for
revenues. With that said, they reversed it, which reversed their strategy. In addition,
Blockbuster should put rentals online that are no longer available in stores. This would
answer one of the problems of them not having a deep stock of movies for people that want
to view older movies. Blockbuster could also partner with other retailers such as giant eagle.
This would reduce their fixed costs and enable them to benefit by gaining access to the
grocer’s customers, opening up cross-promoting opportunities which could drive additional
revenues. Another important recommendation Blockbuster could consider is having a better
marketing strategy. If a costumer isn’t aware that a specific channel exists, then there is
virtually no change they will use it. Blockbuster could open the door to many ideas and
implement to improve brand awareness while maintaining their market share. For standing
locations, a loyalty program can be designed. All of these marketing ideas will provide
Blockbuster to achieve the utmost effectiveness.
To sum up all these recommendations, as more people become accustomed to the
alternative methods of video purchase, Blockbuster will need to meet the consumer’s needs
where they want to do business. By designing a strong database of viewing customer
preferences, they could have a potential marketing tool. Therefore, an effective marketing
tool would help to ensure and maintain a aggressive edge in this ever changing industry.
Moving away from the traditional renter, the mail-order industry will now be evaluated.
Netflix is the world’s largest movie rental service with over 6.3 million members and a deep
collection of many movies. There are known for both their excellent customer service and
their convenient and user-friendly interface on their award winning website. New technology
has enabled Netflix to provide high quality streaming videos directly to their subscriber’s
computers. Netflix has entered the VOD market, providing them to maintain their superior
position. By entering this powerful market, Netflix will be able to differentiate itself from its
competitors, and reduce the likelihood of price competition. In the long run, after movie
streaming has increased to become popular, Netflix can separate the DVD rental and
streaming movie services, offering different plans. Therefore, the SWOT analysis will be
analyzed to foresee how profitable Netflix is and will become.
Netflix has a lot of strengths making them the leader in this industry. The number one
strength for Netflix is having a strong competitive advantage. The advantage is the first
mover advantage in online rental. Netflix also by chance had great entry timing. They
entered the market for DVD rentals at a time when there were few other competitors,
allowing them to establish their brand name and image for providing a unique service.
Netflix was the first to offer DVD rental by mail and this allowed them to offer a greater
variety of DVDs to consumers. Therefore, the early entry of Netflix has allowed it to maintain
a high market share in the DVD industry and have strong brand recognition by being a first
mover. Netflix also has high customer satisfaction, which is the stem of a successful
company. Without customers, a company does not exist. Netflix is smart because they
understood the weakness of competitors. They understood what irritated many video rental
store customers: late fees. While costumers rush to return the movie on a certain day this
may impose late fees comparable to the price of the rental. In turn, Netflix provides no due
dates, late or cancellation fees. Because Netflix enables the customer to keep the DVD as
long as they want, this provides freedom to return the movie at ones convenience. Another
strength Netflix incurs is its Award winning website. Their website allows predicting what
movies one would want based on their previous rental history. It also enables Netflix to plan
future rentals and allow customers to rate movies that they have previously rented. This
proves to show that Netflix has a large selection at affordable pricing that may not be
offered in stores such as Blockbuster.
Blockbusters total access is probably the best thing that ever happened to Netflix, providing
plentiful opportunities. Even though a few years ago Blockbuster jumped into a brutal price
war with Netflix trying to swipe their customers away, it did Netflix a favor. It provided them
with several opportunities. The total access pitch of returning DVDs to a physical store got
immediate flow, but backfired. Dozens of Blockbuster movies were being pirated, enabling
customers to make copies before returning them. Even though Netflix is highly successful,
they also incur weaknesses. Netflix often has trouble providing enough copies of new
popular movies. As a result, a main cause of customer dissatisfaction is Netflix’s inability to
completely satisfy the initial rush for a new movie. However, the company knows that it
would be unprofitable in the long run to buy more copies just to serve the rush when a
movie first becomes available because the copies will not be rented with nearly as much
frequency soon after the rush. Netflix also doesn’t have a direct connection to any movie
studios so it must purchase its entire media through the consumer market. As Netflix
integrated the streaming industry it has comparatively small movie availability to stream.
One big disadvantage Netflix has encountered is that customers have to wait for the next
movie to arrive in their mailbox. By the time the subscriber receives the movie, he or she
may no longer be in the mood to see it. This may enable the costumer to leave their home
and go and rent a movie.
Another disadvantage with mail-order rentals is the lack of control of DVD return time since
customers have control of the movie for as long as they want. The DVDs can also arrive
scratched or broken during the mailing process. One opportunity that Netflix could foresee is
product line expansion such as video games. They could also expand downloadable movie
offerings and print third party advertisements on their mail-order envelopes. Lastly, the can
expand on partnerships and technology providers. The clearest threat to Netflix is
Blockbuster and other established rental businesses. Beyond this, costumer’s satisfaction is
the only aspect of this business that can make or break a company. Netflix also many not be
able to retain enough of the market to survive if they were to lose its wholesome, reliable
image. Also, bigger companies such as Apple could impose a potential harm to Netflix. There
are bigger competitors in the streaming and video market and Netflix is less suited to
compete with hardware innovations because it has little or no experience in this area. Just
like Blockbuster, Netflix has threats of people going out and buying DVDs and also going out
and doing other things. Also, Netflix has DVD competition from Red Box and Blockbuster and
the everlasting staying power of DVDs.
Some strategic recommendations for Netflix are they should continue to market their
services effectively. Their subscriber base will grow steadily and will be able to collect more
personalized data. Netflix should also suggest to make its streaming services available
under a separate subscription plan of its own. Also Netflix should increase their streaming
video library since they are in strong competition. Netflix should also continue to reach to
the less technological savvy consumers. This will provide an advantage over other firms in
the future of this rising market.