Failure Analysis / Strategy Change
Mark Dee, Maria Sheriff, Michelle Moon, Diedre Maika
January 11, 2015
Failure Analysis / Strategy Change
Movies have always been a past time enjoyed by many. As the technology continues to grow, many video stores are going out of business and digital or online movies are rising in popularity. Blockbuster Video and Netflix are businesses that have been affected by these changes. Blockbuster opened in 1985 with the mission statement of “Our corporate mission is to provide our customers with the most convenient access to media entertainment, including movie and game entertainment delivered through multiple distribution channels such as our stores, by mail, vending and kiosks, online and at home. We believe Blockbuster offers customers a value-prices entertainment experience, combining the broad product depth of a specialty retailer with local neighborhood convenience” (Farfan, 2010). Blockbuster continued with the vision statement of “At Blockbuster, diversity means valuing differences. It’s corporate value that must be continually developed, embraced, and incorporated into the way we do business” (Farfan, 2010). Blockbuster operated with more than 7,400 stores worldwide and also operated through 1,600 franchise stores. As technology started to change, customers began streaming movies from the Internet as well as using kiosks, such as Redbox, for movie rentals. Competition became a large factor in Blockbuster and the failing of the company, but a large part of the failure was due to manage changes and misunderstanding of the business as a whole (Dunston, 2014).
In 2006 and 2007, Blockbuster was approached by the CEO of Netflix, Reed Hastings, asking them to acquire Netflix. Hastings knew that Netflix had not formulated a plan to stop Blockbuster from stealing their customers, at the rate of a million per year. Blockbuster decided that the company did not need Netflix because Blockbuster had a stronger and larger growth, but then a change that was never expected happened. A new CEO was named for Blockbuster after a boardroom dispute. The man appointed CEO didn’t fully understand the business and what Blockbuster needed in order to remain above the competition, especially Netflix. The CEO started changing plans for the company and even pulled out the Internet efforts that had been in place for Blockbuster. Within 18 months, 85% of the capital value of the company had been lost; within in 2 years, it was completely gone (Dunston, 2014). Netflix
Netflix views themselves as “freedom of on-demand and the fun of indulgent viewing” (Netflix, 2014). Netflix also focuses on the convenience of the no-hassle, online cancellation and offer movies and TV series network. Technology and good leadership is how Netflix became the leader in the industry (Halal, 2010).
Netflix executives understood that the emerging technology was rapidly changing the delivery of movie rentals. CEO, Hastings, developed “strategies involving Internet streaming, convenient customer service, and the virtual organization to deliver it cheaply and flawlessly” (Halal, 2010). Another part of Netflix’s technology strategy was to avoid the burden of having to go to a video store for customers. Customer service is key to a successful business, so Hastings used a monthly subscription to allow customers to have access to unlimited rentals, including no late fees. Instead of the hassle of renting movies, the focus is providing convenience.
With the mission statement and vision of “ Our core strategy is to grow our streaming subscription business domestically and globally. We are continually improving the customer experience, with a focus on expanding our streaming content, enhancing our user interface and extending our streaming service to even more Internet-connected devices, while staying within the parameters of our consolidated net income and operating segment...
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