...* Should Blockbuster have known that dramatic change to their Business Plans would be necessary? Blockbuster didn’t have a technology problem, because digital distribution was minimal, but rather a customer problem. It gave customers no reason to visit stores in lieu of the latest and greatest hit. (www.forbes.com/.../the-internet-didnt-kill-blockbuster-the-compa... Forbes Nov 8, 2013) * When should they have sensed or perceived a change to their business would be necessary? Lack of ease of accessibility and higher prices in connection to other video rental outlets. Blockbusters main competitors such as Netflix, Redbox, and many On Demand services seem to have a much better grasp of the importance of instant access at a lower price. (Blockbuster Inc. (SWOT analysis). http://www.yousigma.com/comparativeanalysis/blockbusterinc.html) * When should they have innovated or changed their plans to comprehend the perceived changes? Blockbuster’s biggest mistakes were that it failed to modernize its business strategy to include a multi-channel avenue for its customers to decide how they wanted to rent movies. Movie renters were and still are moving away from the traditional format of renting movies. Failure to adapt to changing consumer behavior and new technology helped companies like Netflix and Redbox gain considerable ground in the video rental industry. * What should they have considered when looking at their Porter’s Model? What do you think kept them from making...
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...Question #1 „Would you buy Blockbuster stock or short it at the time of the case? How about Netflix? Why?“ That’s a difficult question because the case was written in November 2007 and at that time BlockbusterInc. I would prefer to sell the shares of Blockbuster Inc. because their management made a lot of wrong decisions in the past, which still affects the market share and the outlook of the company. We think that it was a big mistake to underestimate the importance of entering the online DVD retail market as soon as possible. This decision was a perfect example of marketing myopia because it wasn’t very customer orientated. They had seen themselves in the video retailing business but they are in the entertainment business and they under-emphasized customer needs and wants. And if you look at the stock quotation of Blockbuster Inc. you can see that there is a peak in 2002 (fifth consecutive year of same-store sales growth; IPO of Netflix) and after that the share price decreases significantly until today. Failures in the management stopped their growth and that‘s why Blockbuster Inc. is a perfect example for marketing myopia. If you look at Netflix the situation is completely different. Their management didn’t make the same mistakes. They are very customer oriented and they changed their marketing strategy to satisfy customer needs and facilitate the access to a huge personalized movie library even if the customer isn’t very familiar with the Internet or the “online...
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...Closing of Blockbuster Alimatu Asumah Organizational Behavior Southern New Hampshire University I. Introduction a. Closing of Blockbuster b. Challenges faced by Block c. Filling for bankruptcy II. Dish Takeover and Tactics a. Dish Purchase and Layoffs at Blockbuster b. Exploring new channels c. Blockbuster need for innovation III. Employment and Morale a. Compensation and Quality of work b. Morale and Job Satisfaction c. Corporation Image IV. Conclusion I. Introduction Founded by David Cook and Wayne Huizenga in the mid 1980’s, in the late 1980's and early 1990’s, Blockbuster Inc. was the leading in the video rental industry. Which grew quickly maintaining interest in the entertainment industry, including retailing music. Also growing nationwide, many American families were turning all over to movie rentals as a form of in-home entertainment. I propose that an organizational behavior theory that leads to a company’s success includes a rational system perspective and the most important things within these theories are formalization and specific it y of goals. Organizational behavior becomes standardize. Through formalization, organizational behavior becomes standardize making training of new employees easier for both management and the employee. Goal specification allows procedures for specific tasks to be performed along with a structured way for resources to be allotted (Kreitner 2012). When companies have a rational structure, expectations...
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...Netflix (discussed above), the largest online DVD rental service in the U.S., offers a flat-fee DVD movie rental service that, by 2007, was serving over 6 million subscribers from its collection of 75,000 titles.32 Subscribers can use the website's browse function to search for movies by genre, and use an extensive movie recommendation system based on other users' ratings to add to their ordered list for delivery via mail. At its initial launch, the Netflix business model was based on a pay-per-rental service, but this initial pricing model did not succeed, and the company almost failed. It was clear to management Netflix had to rejig its business model and, between September and October 1999, it reinvented itself with a subscription model (the ‘Marque Program’). It ended its pay-per-rental model entirely, and evolved the monthly fee program to allow subscribers to rent any number of DVDs per month (although only a limited number at any one time). The model was supported by a system of regional distribution centers which ensured next day delivery to over 90% of subscribers. Clearly, it took a while to be able to ascertain the right price points and the manner of pricing that was most acceptable to the customer base for its new service; but as Netflix management figured out viewer convenience, wants and willingness to pay, it adjusted its business model accordingly. This ability to perceive and adapt saved Netflix and laid the foundation for its growth and development: by 2006...
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...Project Proposal The proposed organizations for this project are Netflix and Blockbuster. This research project will demonstrate why the two companies changed to stay in competition. Additionally, this research project will demonstrate how technology obligates organizations to change their business model. Blockbuster opened their first store in 1985 in Dallas, Texas and expanded to operate 6,500 video rental stores (Blockbuster, n.d.). The organization was a competitor in the small video rental stores by providing a wider selection of movies and game rentals. Because of the positive, public acceptance Blockbuster expanded quickly and opened stores across the nation, London and Canada (Blockbuster, n.d.). Netflix was founded in 1997 in Scotts Valle, California. The organization website was launched in April 14, 1998 providing to the public online-per-rental model. Netflix introduced the monthly subscription concept in September, 1999. In February, 2007 Netflix introduced the video-on-demand via the Internet. At the present time Netflix provide services in Canada, Latin America, the Caribbean and Europe. Netflix is recognized to be one of the most successful dot-com ventures (Funding Universe, 2011). ORGANIZATIONAL CHANGES Blockbuster was purchased by Dish Network after filing for bankruptcy in late September 2010. The company has closed a large number of stores at it works to create an online video-streaming outlet (Merced, 2010). Blockbuster’s edge over...
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...Blockbuster Incorporation Blockbuster was “the largest movie rental chain” in the Movies industry around the world (Biesada a). According to Rourke, Rothburd and Stansell (2006), Blockbuster mainly focused on “providing in-home rental, retail movie, and game entertainment”. It created 9,100 video stores and provided services to almost three million of customers in America and 24 other countries (p. 74). In 2010, the company filed for bankruptcy since it failed to adapt new technology in their strategies, and “was sold to satellite TV service provider DISH Network in 2011” (Biesada b). Blockbuster used to have so much power in the movie rental industry until Redbox and Netflix have come to the market. One of Porter’s five forces is needed to mention here is the buyer power. After Redbox and Netflix became really serious competitors of Blockbuster, buyer power is high. There are many options for buyers to choose from and they are in the “driver’s seat”. Since the price war has become so competitive, the price is an important factor for consumers’ decisions. Netflix offers a monthly payment of 7.99 dollars with unlimited choices of available movies and TV shows on demand while Blockbuster charged people more including the late fee and limited time of rentals. This is why the switching cost is low if customers change from Blockbuster to Netflix or other movie rental companies. The next one is supplier power. For Blockbuster’s industry, supplier power was high, as well....
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...4-1-2013 A Blockbuster Failure: How an Outdated Business Model Destroyed a Giant Todd Davis John Higgins Recommended Citation Davis, Todd and Higgins, John, "A Blockbuster Failure: How an Outdated Business Model Destroyed a Giant" (2013). Chapter 11 Bankruptcy Case Studies. http://trace.tennessee.edu/utk_studlawbankruptcy/11 This Article is brought to you for free and open access by the College of Law Student Work at Trace: Tennessee Research and Creative Exchange. It has been accepted for inclusion in Chapter 11 Bankruptcy Case Studies by an authorized administrator of Trace: Tennessee Research and Creative Exchange. For more information, please contact trace@utk.edu. A Blockbuster Failure: How an Outdated Business Model Destroyed a Giant Todd Davis, John Higgins Table of Contents I. Introduction 1 II. Background Information 1 a. Business Model 5 b. Key Events Leading to Chapter 11 7 III. Chapter 11 12 a. “The Plan” 12 b. Filing 14 c. Petition Schedules: Liabilities, Creditors, and Assets 15 d. First Day Motions 19 e. DIP Financing 28 f. The Unsecured Creditors Committee 32 g. Administrative Expenses – Professional Fees 32 IV. The § 363 Sale 38 a. Road to the § 363 Sale 38 b. The Motion 41 c. Sale Terms 42 d. Blockbuster’s Business Justification for the § 363 Sale 46 e. Assumption and Assignment 48 f. Administrative Relief Requested 49 g. Creditors Object to the Proposed...
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...Blockbuster Analysis Company Background Information The first Blockbuster store opened in 1985 in Dallas, Texas and has now expanded to operate 6,500 video rental stores (“Blockbuster Inc.,” n.d.). The chain began as a competitor to smaller video rental stores with a much wider selection in movie and eventually game rentals (“Blockbuster Inc.,” n.d.). Blockbuster quickly grew and opened stores across the nation along with its first stores in London and Canada in the late 1980s (“Blockbuster Inc.,” n.d.). In 1994 Viacom bought out Blockbuster after the company had acquired two music companies, Sound Warehouse and Music Plus, making it a very successful corporate giant in the video rental business (“Blockbuster Inc.,” n.d.). Although Blockbuster has faced many challenges with its “new ownership, increased competition, and a relatively soft market for videos,” Blockbuster has been able to remain in the movie rental industry (“Blockbuster Inc.,” n.d.). Despite the company’s struggles and dwindling cash flow in the late 1990s, Blockbuster decreased its rapid expansion, but slowly continued to open stores so that it featured a store close to every large neighborhood in the country (“Blockbuster Inc.,” n.d.). Currently, Blockbuster is still facing struggles in the video rental industry but is working to compete against its newer main competitors, Netflix and Redbox (Merced, 2010). After filing for bankruptcy in late September of 2010, Blockbuster was purchased by...
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...Blockbuster Fights for Survival against Intense Competition - Blockbuster struggling to compete with competition (Netflix, Apple, Amazon, cable providers, etc) - Blockbuster video started in 1985, Wayne Huizenga bought Blockbuster in 1987, took company from 130 stores to 1,500 - Acquired Sound Warehouse and Music Plus in 92, also purchased Cityvision which provided 975 stores in UK - Bill Fields came in as CEO, he had the Wal-Mart attitude and he closed down 50 stores, he also moved the headquarters to Texas from Florida, some upper management did not want to relocate and this caused vacancies. - John Antioco new CEO changes – repositioned back to traditional competitive advantage in home entertainment rentals, finalized transformation of Blockbuster back to focusing on movie and game rental industry - 2003 – Blockbuster launched rental subscription program which allowed subscribers to rent an unlimited numbers of movies - Blockbuster was able to capitalize on home entertainment growth trends, with blockbuster.com - James keys replaced Antioco in 2007, he wanted to use technology to transform the company, and he wanted to change the image of the company from rental shop to a content shop - Stock of blockbuster went from $26 to $4.30 from 2002 to 2007; Keyes joined Blockbuster when they were closing down many shops - Movielink created by 5 major Hollywood studios, blockbuster bought this company because they studios did not have experience. - From 2005 to 2007, blockbuster...
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...10-23-13 Blockbuster Video Swot Analysis Blockbuster Inc. is an American-based chain of VHS, DVD, Blu-ray, and video game rental stores currently under Chapter 11 bankruptcy. As of January 3, 2010, there were over 5000 Blockbuster stores in the U.S. and 17 countries worldwide. It is headquartered in the Renaissance Tower in Downtown Dallas, Texas.[1] Because of competition from other video rental companies like Netflix, Blockbuster has seen significant revenue losses. The company filed for bankruptcy on September 23, 2010. Strengths * Lead market share of online rentals * Low fixed costs * Worlds largest selection of DVDs * Fastest delivery time of any online DVD rental company with over 35 DCs * Service: over 90% of DVD's are received by customers within one day of ordering * Strong website (shopability, navigation, reviews) Weaknesses * Can't control most important expense: shipping expenses * Older demographic has a hard time understanding their concept * Watch instantly feature only allows a small selection of DVD's * Distribution time * presence in only DVD segment Opportunities * Pricing segmentation (i.e., different plans) * Online distribution * Other types of rentals (Video games, educational, institutional, etc) * Internationalization * Expanding to Video Game rental Threats Rising stamp costs, Other larger retailers launching into similar space (i.e., Wal-Mart, Online digital distribution iTunes, Napster Redbox, Blockbuster allowing...
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...Blockbuster Acquires Movielink: A Growth Strategy? Joao Marcos da Silveira Terra 6/7/2012 Wayland Baptist University BUAD5312 – Strategic Management Summer VC02 Executive Summary 2 Introduction 3 Business and Financial Metrics 5 Business Segments 6 In Store 6 By Mail 6 Vending 6 Download to PC 6 Trends and Forces 7 Cyclicality of Rental Sector 7 The Future of Media and BBI´s Brick-and-Mortar Model 7 Saturation in Kiosk Distribution Market 7 Competition 8 In-Store Rentals and Sales 9 Movie Gallery 9 Online Rentals 10 Netflix 10 Amazon 11 Apple 11 Online Viewing 11 SWOT Analysis 12 Strengths 12 Weaknesses 12 Opportunities 12 Threats 13 Summary 13 Executive Summary Movielink is the leading movie download service offering U.S customers an extensive selection of new and classic movies, foreign films, TV shows and other hard-to-find content. It is a web-based video on demand (VOD) and electronic sell-through (EST) service offering entertainment for rental or purchase. It was created in November 2002, as a joint venture ($100 million investment) of most of the big studios – Metro-Goldwyn-Mayer Studios, Paramount Pictures, Sony Pictures Entertainment, Universal Studios, Warner Bros., and others on a non-exclusive basis. While it was only available to users in the United States, it was the first company in the world to offer legally downloadable movies from major studios. Today, Movielink is a wholly-owned subsidiary of...
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...Blockbuster Meaning A thing of great power or size, in particular a film, book, or other product that is a great commercial success About Blockbuster: Blockbuster Inc. is a leading global provider of in-home movies and games entertainment. Introduction: provides Blockbuster Video stores and Online rental services. worldwide brand operating in more than 20 countries majority in USA Its stores are ubiquitous more than 8,000 stores Slogan: "The Movie Store at Your Door" PRODUCTS: Retailing and renting of DVD Blu-ray Video games. SIGNIFICANCE: Easily available Unlimited selection Wide variety of movies from different genre Small stores cannot compete Changes: 2004: launched online rental service Gain market share No late fees Video rental stores Important change was hiring a new CEO, James W. Keyes. CEO: James W. Keyes(since july 2007) former CEO of 7-Eleven(2000-2005) Vise president and chief operating officer of 7-Eleven DOWN FALL: unable to determine profitable goods missed sales opportunities financial difficulties Lost customer to Netflix REVIVAL: Quantitative approach JAMES W. KEYESQUANTITATIVE APPROACH: 1) computer models to figure out the best way by saving both money and time. 2) Inventory model 3) Queuing theory 4) Capital budgeting 5) Production scheduling 6) Planning for manpower development programs. 7) Transportation and aircraft scheduling 8) Preventive control and replacement problems ...
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...Table of Contents Company and Background....................................................................................................................................4 Rationale..................................................................................................................................................................4 Target Audience.......................................................................................................................................................4 Company History.....................................................................................................................................................5 Legal Status..............................................................................................................................................................5 Company Issues.......................................................................................................................................................5 Vision Statement......................................................................................................................................................6 Mission Statement....................................................................................................................................................6 Ethics.....................................................................................................................................
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...1148 – GEB6896 – Case Analysis “Blockbuster” Session 4 – Case Analysis Student: | Tarkan Koçoğlu | Date: | 02/21/2015 | Answer the following 10 questions, using the financial statement data from Blockbuster Entertainment Corporation. 1. What is Blockbuster's amortization timetable? Do you think it is appropriate? Based on Blockbuster Entertainment Corporation and Subsidiaries consolidated financial statements, the amortization period for intangible assets related to acquired businesses is 40 years on a straight-line basis. There are two areas that are against a 40 years amortization timetable: 1. 25 years term for company franchise agreements, which is less than the amortization period. 2. Typical high-tech industry assets have a short lifecycle and current practice, which is required by the SEC is around five to seven years and it needs to be related to the nature of business acquired; in this case video stores. 2. What would be the impact on Blockbuster's 1988 earnings per share if 5-year amortization were applied to this goodwill? The application of a 5-year amortization timetable impacts the amounts that would have to be recognized as the goodwill, which would decrease Blockbuster’s net income and hence their 1988 earnings per share. 3. What would have been the effect on earnings per share if Video Superstore purchases were not included in 1988 revenues? The exclusion of the Video Superstore revenues would have reduced the earnings...
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...An Organizational Failure: Blockbuster Rana Fawad 1. Describe and discuss how the organization’s culture facilitated the failure. Philips (2011) believes that success or failure of any great company depends on “Events, internal and external” (p. 3). Blockbuster also appears to be a victim of certain events at internal as well as external level. Based in McKinney, Texas, Blockbuster and founded in 1985 (Blockbuster Corporate, 2012) and it ushered in a new era as far as video rental retail industry was concerned. The company gave birth to video rental places that had significant amount of movies under one roof (the first store had 8,000 movies) and were not associated with bad movies or bad neighborhoods (Greenberg, 2008). Initially, the company’s strategy was to expand aggressively and the leadership defined Blockbuster’s vision to become McDonald’s of the video rental business. Referring to the company leadership’s ambitious goals, Greenberg writes: The Blockbuster strategy was simple – pump as much money as possible into buying local and regional chains while keeping centralized control over the look and feel of the individual stores. By the VSDA convention the following year, Blockbuster had acquired two other chains and its more than 250 stores dotted the country. At the convention, Huizenga’s marketing executive Tom Gruber outlined vision for the future of the company, and it was expansive. Gruber had spent eighteen years working for McDonald’s before...
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