As a result, the advertisers are interested in using Foxtel since it has large market share and its services can be accessed in different places. Advertisers can target specific markets using pay-television. At the same time, the interactive services offered could also be a strength to Foxtel since it is not offered by free-to-air televisions. WEAKNESSES It has been noticed that Foxtel is slow in adopting new technologies and features to differentiate its service from competitors. For example, the high-definition channels and downloadable movies are also offered by free-to-air television and other companies not in television industry.
• Inexpensive, convenient, and low involvement business module that appeals to a large target segment Weakness • Rarely uses TV, Print, and other innovative in-store advertisement outlets as marketing communication channels • Behind in alternative innovative means of delivering movies to its customers • Internet marketing could be more proactive in sending message of its new movie releases available for rent • Lack of or inadequate web content manager. Several You Tube videos are available on ‘how to hack into a Redbox kiosk’ or the lack of credit card security at kiosk without a response from Redbox. Opportunities • Use in-store displays to increase new movie releases awareness • Increase ‘word-of-mouth’ referral through proactive use of social media optimization • Innovative internet marketing to create awareness of the availability of newly released movies with strong titles • Close the 28 day gap of renting newly released movies between Redbox and some of its
SWOT Analysis Strengths: • PRICE – low everyday price of $1 rental movie. • CONVIENCE – Kiosks are strategically placed where usually everyone goes • EASE OF USE – You can drop the rental movie at any Redbox kiosk, quick and fast no waiting for a cashier • SELECTION – good DVD variety • RESERVATION – facility of reserving the DVD you want online. • LOW OPERATIONAL EXPENSE –The highest expense a company has is compensation and benefit, and rental expense. These expenses are relatively low in comparison to the movie rental locations. Weaknesses: • SELECTION - limited DVD selection in comparison to the movie rental locations • QUANTITIES – limited DVD quantities in comparison to the movie rental locations • MOVIE STUDIO REFUSAL – inability to secure ample copies of certain titles.
Therefore, Netflix’s pricing schemes gave customers a greater flexibility comparing with Blockbuster’s pricing which was not so attractive for current customers. Also, Blockbuster could not offer for its customers one of the main things in business world - the flexibility , because it was constrained by inventory at its stores, but Netflix was strong enough to provide flexibility for customers. The problem was that main focus of a business model was based not on inventory warehouses what had negative effects for customers limiting them on keeping movies as long as they wanted to have them. However, ”no late fee” program , the one Blockbuster was
Redbox Case Analysis Key elements of redbox strategy Redbox started its business in 2004 with the idea of providing a variety of movie DVDs at a very low price. Instead of paying around $4.50 in a blockbuster store, for example, customers could rent movies for one dollar per day, making Redbox a much more viable option. What enables the organization to offer such a low price is the fact that instead of physical stores the company has touch screen kiosks which customers pick movies from, not having so many of the costs associated with the stores (store employers, higher rent, etc.). Other than low price, Redbox attracts customers as its kiosks are located on high traffic areas which are convenient for them, like groceries store, retail stores, and so forth. The idea is that people will rent movies in places they would have to go to anyways, or rent movies after walking past one of the kiosks even if they were not considering to in the first place.
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.
What forces are driving changes in the movie rental industry and are the combined impacts of these driving forces likely to be favorable or unfavorable in term of their effects on competitive intensity and future industry profitability? 3. What does your strategic group map of this industry look like? Which company is best-positioned—Netflix or Blockbuster? Why?
While most leagues limit what they put on the web and avoid streaming live video online out of fear that their television ratings could be hurt, MLB’s experience suggests that such concerns might be misplaced. “Rights fees are Up, attendance is up, viewership is up,” says Bob Bowman, chief executive at MLBAM. “Some how the strategy of putting [baseball games] on every device that has a plug or a battery has
The purpose of this essay was to inform the reader of how the movie didn’t exactly have the same detail like the book. It’s very rare for a movie to have this much similarities to the book because most book and movies doesn’t have a lot of similarities. That’s why most people didn’t pick either the book or the movie they picked both. Anyways, both the book and the movie are great. Once you get out the theater you will bewildered on what you saw.
Wal-Mart has used such TIFs in several other Missouri towns. Some legislators consider these "gray" areas for the use of this money. Some argue that Wal-Mart would build in those areas anyway, and that they did not need the incentives. These stores provide a convenient low-cost alternative for consumers. Wal-Mart is in you community for only one reason, to make a profit.