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The Case
Learning Objective: To examine the benefits and risks of investment in analytical technology as a means for mining customer data for business insights. Students will develop a strategy position for Netflix's investment in technology and its digital media business. Students must also consider how new corporate partnerships and changes to the customer channel model will allow the company to prosper in the highly competitive digital space. Subjects Covered: Analytics; Data mining; Databases; Marketing; Strategy; Technology Setting:
Geographic: United States (2000s)
Organizational Strategy
~ Long-tail selection and variety ~ Relationship with movie houses ~ Employee management ~ Compete in physical DVD rentals and digital streaming service market
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
IS/IT Strategy
~ Internet (technology-based) ~ Using technology to harness data and thereby better serve customers and vendors N ~ Analytics (BI)
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5. 6.
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
#1 & #2
1. In its competition with Netflix, where did Blockbuster go wrong? How was the use of customer data a key differentiator? How might Blockbuster have better positioned itself against Netflix? 2. What are the core competencies of Netflixs current business model (primarily DVD-by-mail with an online component)? Assess the value of Netflixs business as described in the case.
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
Lack of knowledge about its customers preferences and behaviors Lack of an appropriate CRM system
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
Subscription model no late fees! Customers could rent and watch movies on their own schedules
No physical stores allowed deep selection in a wide variety of genres Focus on logistics allowed Netflix to not only have a broad selection across genres and deep selection among popular movies, but also to efficiently get films to customers
Mail delivery obviated the need to drive to bricksand-mortar stores (new way: delivery by Broadband digital streams) Queuing system on Web site allowed customers to have a constant flow of movies
Cinematch collaborative filtering algorithms aided the discovery process better customer experience Recommendation system and analytics allowed deeper understanding of customer trends, which let Netflix adapt better and more quickly
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
#3 & #4
3. What effects will the rise of the VOD market likely have on Netflixs business model? How does VOD threaten Netflixs business? What opportunities does it present? 4. Which of Netflixs current competencies can it best leverage as a competitive advantage in VOD? Which might be liabilities?
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
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Opportunities
Threats
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
Shift investment from logistics to technology Continue to build the Netflix brand as an instant provider of movies from studios to customers homes Continue to invest in customer loyalty and CRM solutions 11
Wide selections
Brand equity and customer relationships Recommend ation tool and customer knowledge
Warehouse / facilities
Employee overhead
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#5
5. What kind of partnerships should Netflix prioritize: partnerships with content providers or with hardware/device manufacturers?
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
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Becoming the service provider and content recommender on all cable platforms is a top priority.
Assume that movie studios and other content producers will want to distribute via Netflix; it is in their best interest. Google needs to monetize and distribute YouTube; opportunity for strategic partnership. Hardware Partnerships Software/Platform Partnerships Content Producer Partnerships
Roku
Movie studios
Priority
TV manufacturers
Independent producers (perhaps via YouTube fulfillment / syndication partnership with Google)
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John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
The days of the set-top box are surely numbered with more televisions than ever either on walls or so slim that they sit practically next to them, there simply isnt the space that there used to be. But theres still a burgeoning demand for boxes we plug in to TVs so that we can all get access to more TV, films and games., from Sky and Virgin Media to a host of boxes such as Apple TV. Roku is the most popular in America and finally its launched in the UK. At just 84mm x 84mm x 23mm, its tiny and only 85g but theres still plenty of room for an HDMI connection and a wireless adapter to connect to the web. Theres an Ethernet port, AV out and a USB port too.
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
#6
6. What factors led to Redboxs growth? How and why was it able to capture market already dominated by big players such as Blockbuster and Netflix? (extra from the case , you need to do research for this question, especially, if you do not know Redbox)
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
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More on Blockbuster
The only hope for Blockbuster was to shift its business model from primarily brick-and-mortar physical DVD rentals to increased digital and mail-order video delivery. Consumers still made frequent purchases of DVDs at its stores-purchases which were much more profitable for studios than the rentals that remained Blockbuster's primary business. Blockbuster had made efforts at making its business model more nimble, but the results had been disappointing, and its debt continued to skyrocket. By the end of 2009, the company's debt had climbed to $856 million, its share of the $6.5 billion video rental business had fallen to 27 percent, and its revenues had tumbled 23 percent to $4.1 billion.
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
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2. Core Competency
a. Wide selections b. Brand equity and customer relationships c. Recommendation tool and customer knowledge
3. Execution
a. Reed Hastings, a visionary leader. b. Understand that they should meet potential challenges while maintaining Netflixs profitable core business.
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
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Conclusion
The key to successful business on the Internet is not the formulation of a conceptual strategy but the execution of that strategy. To execute effectively, content ownership has to be exploited..
John Wiley & Sons, Inc. & Dr. Chen, Information Systems Theory and Practices
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