...Blockbuster Video or Netflix This case started as Blockbuster Video but has morphed to include Netflix. The issues facing the two companies are similar, so you can choose to address the case from the perspective of either company. Just specify which perspective to use. In 1985, Blockbuster Video (now a subsidiary of DISH Network ticker: DISH) quickly became a sensation. Households had just begun to acquire video-tape players in earnest. Few people were willing to pay $85 to buy Hollywood videos. Cable TV existed, but most people still watched broadcast television stations, and only a few premium Cable channels existed. Satellite receivers existed, but the huge satellite antenna was generally only used by people who lived in the middle of nowhere and had the space to put the ugly dishes. Customers quickly jumped onto the idea of renting videos. The early market was dominated by small mom-and-pop rental shops that bought a few copies of hit movies and rented them in a small regional area. For a while, video-rental stores had a tinge of disrespectability because many of them rented adult videos. Then, Blockbuster Video went national with large, bright, well-lit stores. To remain family-oriented, the chain does not carry videos with anything more than an ―R‖ rating. Blockbuster quickly took over the market. The original system pioneered the use of bar codes. Customers carried a bar-coded ID card and movie cases were printed with specific codes. The computer system made...
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...Hello Kitty etc. Write a paper on how it has diffused throughout the product categories and how it has extended to other categories as well. Do a case study of its success (or failure) and how it has changed the landscape of product innovations. For example, Thomas and friends has clothes, stationery, household products, jewellery etc. *** She is a successful independent woman, who lives in a world of pink, where she owns a dream house in Malibu. Every day, she wears high-heels to work, and even runs a fashion chain under her name. For many, she was the influential icon of American culture in the late 20th century. Until now, I dare say that her image is still very potent worldwide. Who is she? Never before has she ever starred in a Hollywood movie or performed at a famous fashion show. Surprisingly, she never exists in real life and she is literally a toy. Yes, it can hardly be any other toy but Barbie. Nowadays, girls can be seen wearing Barbie clothing, using Barbie perfume, carrying Barbie backpacks, and sleeping in Barbie pajamas, not to mention cosmetics, sneakers etc. (Morgenson 1991, 66). Mattel, Inc., the mother company of Barbie, should feel proud of her. Because on average, an American girl has ten Barbie dolls, a British or Italian girl may own seven, while five is the number of Barbie that a German or French girl has. It was Mattel’s purpose and will when introducing Barbie that she would become a lifestyle, a fashion statement, a way of life, something sacred...
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...SEPTEMBER-OCTOBER 1 9 9 4 ness o by Peter F. Drucker ot in a very long time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit...
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...SEPTEMBER-OCTOBER 1 9 9 4 ness o by Peter F. Drucker ot in a very long time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit...
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...(Netflix, 2013). About 10 years later, their flat rate monthly rental fees, their stellar DVD-by-mail service, and their streaming media options had turned Netflix into a media rental powerhouse. However, video games are one aspect of media rental and streaming that the company has consistently steered clear of. To demonstrate that Netflix could (and perhaps should) offer video game rental and streaming options as their next step for growth, a marketing plan can be established. This marketing plan should include: an overview of the Netflix organization; a description of the proposed video game services; an explanation of the significance of this new service to Netflix; a SWOTT (strengths, weaknesses, opportunities, threats and trends) analysis of this service; and the marketing research approach and strategy that would be used to implement video games into Netflix’s service lineup. Organization overview. Established in 1997, Reed Hastings and Marc Randolph founded Netflix with one goal; to revolutionize the way people enjoyed entertainment (Netflix, 2013). At its inception, Netflix was a membership-based company offering rent-by-mail services of movies at a low monthly fee. The concept was well received on a national and international level. Consumers valued the convenient aspect of Netflix over those of brick-and-mortar type companies. In a world focused on technology, Netflix began to think about long-term sustainability. In 2007, the company began online streaming of movies...
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...The Video Game Industry An Industry Analysis, from a VC Perspective Nik Shah T’05 MBA Fellows Project March 11, 2005 Hanover, NH The Video Game Industry An Industry Analysis, from a VC Perspective Authors: Nik Shah Nik.Shah@Dartmouth.edu Tuck Class of 2005 Charles Haigh Charles.Haigh@Dartmouth.edu Tuck Class of 2005 • The video game industry is poised for significant growth, but many sectors have already matured. Video games are a large and growing market. However, within it, there are only selected portions that contain venture capital investment opportunities. Our analysis highlights these sectors, which are interesting for reasons including significant technological change, high growth rates, new product development and lack of a clear market leader. The opportunity lies in non-core products and services. We believe that the core hardware and game software markets are fairly mature and require intensive capital investment and strong technology knowledge for success. The best markets for investment are those that provide valuable new products and services to game developers, publishers and gamers themselves. These are the areas that will build out the industry as it undergoes significant growth. • A Quick Snapshot of Our Identified Areas of Interest • Online Games and Platforms. Few online games have historically been venture funded and most are subject to the same “hit or miss” market adoption as console games, but as this segment grows, an opportunity...
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...The Video Game Industry An Industry Analysis, from a VC Perspective Nik Shah T’05 MBA Fellows Project March 11, 2005 Hanover, NH The Video Game Industry An Industry Analysis, from a VC Perspective Authors: Nik Shah Nik.Shah@Dartmouth.edu Tuck Class of 2005 Charles Haigh Charles.Haigh@Dartmouth.edu Tuck Class of 2005 • The video game industry is poised for significant growth, but many sectors have already matured. Video games are a large and growing market. However, within it, there are only selected portions that contain venture capital investment opportunities. Our analysis highlights these sectors, which are interesting for reasons including significant technological change, high growth rates, new product development and lack of a clear market leader. The opportunity lies in non-core products and services. We believe that the core hardware and game software markets are fairly mature and require intensive capital investment and strong technology knowledge for success. The best markets for investment are those that provide valuable new products and services to game developers, publishers and gamers themselves. These are the areas that will build out the industry as it undergoes significant growth. • A Quick Snapshot of Our Identified Areas of Interest • Online Games and Platforms. Few online games have historically been venture funded and most are subject to the same “hit or miss” market adoption as console games, but as this segment grows, an opportunity...
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...[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers : Subject to confirmation from the guest speakers - Riri Riza/Mira Lesmana, MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor...
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...through a combination of low prices and low operational costs, enabled by superb continuous inventory replenishment system. Now Wal-Mart is trying to lower costs further by changing its methods for scheduling the work shifts of its employees. In early 2007, Wal-Mart revealed that is was adopting a computerized scheduling system, a move that has been roundly criticized by workers’ rights advocates for the impact it may have on employees’ lives. Traditionally, scheduling employee shifts at big box stores such as Wal-Mart was the domain of store managers who arranged schedules manually. They based their decisions in part on current store promotions as well as on weekly sales data from the previous year. Typically, the process required a full day of effort for a store manager. Multiply that labor intensity by the number of stores in a chain and you have an expensive task with results that are marginally beneficial to the company. By using a computerized scheduling system, such as the system from Kronos that Wal-Mart adopted, a retail enterprise can produce work schedules for every store in its chain in a matter of hours. Meanwhile, store managers can devote their time to running their individual stores more efficiently. The Kronos scheduling system tracks individual store sales, transactions, units sold, and customer traffic. The system logs these metrics over 15-minute increments for seven weeks at a time, and...
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...THE EXTERNAL AND INTERNAL ENVIRONMENTS If managers in the airline industry are going to run their organizations efficiently, they have to understand the external environment confronting them, anticipate how changes in the environment might affect the profitability of their airlines, and take appropriate actions. These actions might include reducing capacity as demand declines, purchasing more fuel-efficient jets, avoiding price wars with low-cost airlines if possible, and reducing labor costs. At the same time the ability of managers to take such actions is shaped by the airlines’ internal environment. For example, some long-established airlines, such as United, have powerful labor unions that have resisted attempts by managers to cut pay for pilots, flight attendants, and ground staff, or to introduce flexible work practices that boost labor productivity. This constraint has kept costs high and made it more difficult for managers to do what is required to make the airline profitable. The situation confronting managers in the airline industry, while dramatic, is not unique. The work of all managers is affected by two main environments: the external environment and the internal environment. The external environment constitutes everything outside a firm that might affect the ability of the enterprise to attain its goals. The external environment itself can be subdivided into two main components. There is the industry or taskenvironment confronting the organization, which typically...
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...Strategic Plan Strategic Plan ------------------------------------------------- ------------------------------------------------- Netflix: Strategic Plan Prepared by Carlos Contreras Jasprit Dyal Jessica Hoeschen Francisco Solano-Downs Yen-Chen Wang Prepared for Dr. Gary Wishnjewsky Date submitted August 22, 2013 Seminar in Strategic Business Management Department of Management California State University, East Bay at Hayward, CA Management - 4650 Industry Analysis Relevant Industry Trends Netflix falls under the broad umbrella of the movies and home entertainment industry. The company has been part of the wave that is taking this industry into the future in terms of how consumers are interacting with home video entertainment in particular. In general, we can observe that consumers are increasingly demanding more instant and personalized experiences when watching video entertainment as well as more mobile availability. There seems to be a “when I want it, how I want it” type of movement among consumers with declining interest in DVD’s and scheduled television programming and increasing use of online streaming or rental alternatives. Netflix is catering to these trends with its streaming service and seems to be well positioned, at least for now, to be successful in the future if it can manage to avoid more strategic “missteps” along the way. It is important to note how the public perceives and values films as an entertainment source here in...
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...Netflix and Amazon: David vs. Goliath? Bianca Sanders Tracy Carnevale James Shaw Abstract/Executive Summary In this project I will provide general reports and evaluation on the tables that I previously received data on for Netflix and Amazon. Since Amazon is the powerhouse in this industry I am using them as the benchmark company. Netflix’s strategic and specific service offering has made them a force to be reckoned with. Netflix’s main strength is that it is a really good niche company that has certainly made themselves a household name over the years and obliterating competition along the way, Hollywood Video and Blockbuster are just two of their victims. One of their key weaknesses is that are highly indebted to creditors and this heightens their chance for bankruptcy. The purpose of this Analysis Application is to diagnose their reported figures from the eyes of an Organizational Development professionals’ perspective and provide some advice that could help them become a bigger household name in the future. Possible Organizational Development initiatives for Netflix would involve a debt reduction and an intervention that increases performance and their organizational capabilities. Historical Information Marc Randolph and Reed Hastings co-founded Netflix as a DVD rental by mail company in 1997. In 2002, Netflix went public, and in 2003, Netflix crossed the 1 million subscriber mark. Netflix began streaming content over the Internet in 2007, and today has over...
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...Table of Contents Introduction……………………………………………………………………........1 Industry Overview………………………………………………………………2-8 Client Profile & Competitor Analysis……………………………………9-17 Comparative Analysis……………………………………………………….18-19 Consumer Analysis………………………………………………………….20-23 Consumer Insights………………………………………………………….24-29 Survey…………………………………………………………………………….30-31 Results……………………………………………………………………………32-41 Recommendations…………………………………………………………..42-45 Appendix I……………………………………………………………………..46-48 Appendix II………………………………………………………………….…49-55 References………………………………………………………………………56-57 Will Haven, Lucy Ross, Jessica Stephens, Lauren West & Bonnie Willard Redbox is leading the way in the premier industry of DVD rental kiosks. With Coinstar as its established parent company, redbox is currently surpassing its competitors with its number of self-service kiosks. Redbox’s growing popularity is facilitated by its physical distribution, which places the kiosk in high traffic locations such as WalMart, Kroger, McDonalds and Walgreens. Due to redbox’s standing as the progressive option for DVD rental, its decision to target the 18-24 year old demographic was evident. This demographic embodies the idea of innovation, experimentation, and dependency on technology, all of which are imperative to transform an introductory product into a nationwide brand. The following report provides secondary and primary research in order to construct an accurate glimpse of redbox and its emergent status within the 18-24 year...
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...HND Diploma in Health and Social Care Individual Assignment Name: Date of Submission: ………………………. Contemporary Issues in Health and Social Care Pearson BTEC HND Diploma in Health and Social Care Individual Assignment Name: Date of Submission: ………………………. Contents INTRODUCTION 3 1. TASK 1 - LO1 (Information Pack) – The link between Information and Health & Social Care 4 1.1 AC 1.1 – Ways in which information reaches the public domain 4 1.2 AC 1.2 – Dissemination techniques used to analyse health and social care information 5 1.3 AC 1.3 – How do the different ways in which health and social care information is presented influence the attitudes, thoughts and behaviour of people 6 2. TASK 2 – LO2 – Analysis of a case study where a health related Moral Panic was created by the media 7 2.1 America's Moral Panic over Obesity 7 2.2 Assessing the accuracy and validity of health and social care information presented in the media 8 4. TASK 4 – Contemporary Issue – UK National Health Service crisis of 2015 9 4.1 To what extent does the local attitude reflect those found at a national level 9 4.2 Evaluation of the validity of public attitudes and behavior in relation to NHS UK 10 4.3 Justification of the possible consequence of contemporary thinking in the health and social care provisions and services industry 10 5. CONCLUSION 11 6. REFERENCES 12 INTRODUCTION Health and Social Care is generally describes all the services which...
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...Strategy & Technology a gallaugher.com chapter provided free to faculty & students for non-commercial use © Copyright 1997-2008, John M. Gallaugher, Ph.D. – for more info see: http://www.gallaugher.com/chapters.html Last modified: Sept. 13, 2008 Note: this is an earlier version of the chapter. All chapters updated after July 2009 are now hosted (and still free) at http://www.flatworldknowledge.com. For details see the ‘Courseware’ section of http://gallaugher.com INTRODUCTION Managers are confused, and for good reason. Management theorists, consultants, and practitioners often vehemently disagree on how firms should craft tech-enabled strategy, and many widely read articles contradict one another. Headlines such as "Move First or Die" compete with "The First Mover Disadvantage." A leading former CEO advises "destroy your business,” while others suggest firms focus on their "core competency" and "return to basics." The pages of the Harvard Business Review declared “IT Doesn’t Matter”, while a New York Times’ bestseller hails technology as the "steroids" of modern business. Theorists claiming to have mastered the secrets of strategic management are contentious and confusing. But as a manager, the ability to size up a firm's strategic position and understand its likelihood of sustainability is one of the most valuable, yet difficult skills to master. Layer on thinking about technology – a key enabler to nearly every modern business strategy, but also a function...
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