As is stated in the article, the company used to have a major competitive advantage in terms of movie selection, where, “…customers could browse through thousands of titles…” (Hitt 106). Now, the entire scope of the market has changed and Blockbuster was much too slow to respond. The recent moves that it has made will surely generate profits, but not enough to sustain the company in the long run, seeing as there is nothing that differentiates Blockbuster’s services from that of its competitors. In order to fully gain lost market share back, the company would have to create some sort of highly innovative way of viewing or renting movies that none of its competitors has already thought of; It would have to be something that is rare, difficult to imitate, not easily substituted, and able to generate above-average returns. Unfortunately, at this point it looks as if none of this will come into fruition because Blockbuster has essentially decided to latch on to other companies, creating a sort of symbiotic relationship where the company feeds off of the success of its competitors.
The media had to go through $1.25 billion in damage and lost battle. In fact, the industry claims that 30-70% of the videos on YouTube are illegally downloaded. Since customers were now watching movies for free, this put a great impact on them. Sales of DVDs were declining while downloading and watching movies online were growing. So, to solve this problem, the movie and television studios decided to do something about this.
At first glance, it appears that this “name your own price” method would reduce the band’s profits. However, this strategy disrupts the market leaders’ (record labels’) business model by (a) targeting the least-demanding tiers of the market that are currently overserved and (b) using a disruptive business model that enables Radiohead to compete profitably while pricing at deep discounts. From the case, the current model releases artists’ albums both in stores and online. Online, customers have the option of purchasing singles in lieu of the entire CD. The fact that 95% of iTunes sales are singles suggests that albums are overserving customers that only desire certain songs; they aren’t willing to pay $14.99 for a full album, but will pay $0.99 per song.
The photographic paper market similarly declined from a peak in 2003 to about 60% of the size by 2011 (4). In short Kodak lost ground in its shrinking primary market which had been a much better revenue generator than digital proved to be (5). Kodak belatedly declared a digital strategy in 2004; eight years after its revenues had peaked. This strategy was still based on photographic prints as an end point for consumers, which proved flawed. Kodak both invented and successfully marketed professional and consumer digital cameras.
Video and Digital Rental Industry Though video rental companies such as Blockbuster and Hollywood video have been around for generations, the digital age has caught up with the standard rental companies. Digital rentals and online streaming has cut down profits for these types of companies to the point of sending them into bankruptcy and buyouts. With easy access of online content, consumers have chosen to place their entertainment funds into digital rental over the cost of renting films via traditional physical stores. The effects of digital content on the industry have completely changed business models all around. In the past visiting a video rental store and spending time browsing the categories and titles was the norm and almost ritual for some households.
MGMT 211 – Management Foundations Case Analysis #1 Netflix Los Gatos, California CEO Reed Hastings started Netflix in 1997 after becoming angry about paying Blockbuster Video $40 for a late return of Apollo 13. Hastings and Netflix struck back with flat monthly fees for unlimited DVDs rentals, easy home delivery and returns via prepaid postage envelopes, and no late fees, which let customers keep DVDs as long as they wanted. Blockbuster, which earned up to $800 million annually from late returns, was slow to respond and lost customers in droves. When Blockbuster, Amazon, and Walmart started their own mail-delivery video rentals, Hastings recognized that Netflix was in competition with “the biggest rental company, the biggest e-commerce company, and the biggest company, period.” With investors expecting it to fail, Netflix’s stock price dropped precipitously to $2.50 a share. But with an average subscriber cost of just $4 a month compared to an average subscriber fee of $15, Netflix, unlike its competitors, made money from each customer.
They assumed that unlimited streaming service had more demand than DVD service. Before Netflix changed its pricing structure, the customers paid $7.99 per month for unlimited online streaming plan, or an additional $2 per month for the DVD-by-mail service. So the total cost for the user who wish to use both service unlimited online streaming and the DVD-by-email was $9.99 per month. However, this pricing was not financially sensible for the company because of the misconception of the demand of DVD rental service. Therefore, Netflix set the price $7.99 for both service unlimited online movies and unlimited mail-order DVDs respectively.
BLOCKBUSTER WRITTEN ASSIGNMENT #1 Submitted to: Ms. Violet Christopher Submitted by: Christopher Allen Peek March 10, 2011 MGT 101 ANTELOPE VALLEY COLLEGE Not too long ago Blockbuster was on top of the world, they were the golden age for the video store. They had the movie rental business in the palm of their hand. But after a series of mistakes and unwillingness to see were the future was taking them now threatens to bankrupt them completely. Blockbuster didn’t have a good Business model or strategy. They didn’t plan or analyze what the general environment was doing and were it could take them.
IMAX is a brand so they don’t have to pay the same kind of talent that Hollywood has to pay which is really a high percentage of the costs. IMAX films are often educational and entertaining and involve documentaries of natural and scientific wonders. The weaknesses for IMAX include expensive production, it is smaller compare to Hollywood studio, and long term debt. Because of its larger size, printing and distributing, IMAX films are costlier than 35 mm films. IMAX films faced competition from other films produced by studio such as Pixar/Disney that are targeted for families.
* Viacom owns Paramount Pictures and MTV Films with library of over 3,500 films Weaknesses * Declining profitability- due to the decline in the economy * Paramount subsidiary of Viacom, Inc. not making as strong showings in the box office or low numbers for DVD sales, show that the consumers choices have shifted. * Piracy and online watching of movies- due to watching movies online, purchasing illegal cable or purchasing illegal copies of movies, the incoming revenue for Viacom has decreased * Trouble with debt * The