Netflix Case Study
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The document provides an overview of Netflix's history, pricing models, competitive advantages, and market positioning within the online DVD rental industry. Founded in 1997, Netflix transitioned from a fee-per-use DVD rental service to a subscription model in 1999, growing to 9.4 million subscribers by late 2008. Key factors contributing to Netflix's success include first-mover advantage, high customer satisfaction, and a robust selection of titles, while challenges include competition from established brands and potential content availability issues for streaming.
Netflix Case Study
- 1. On-line DVD Rental NETFLIX Laurie Bouchard Kikuyu Daniels Stephen MacNeil John McDonnell Christine Palkoski
- 2. DVD Rental Overview Primary “after theater” consumer distribution methods: DVD rental and purchase On-line content service (pay-per view, streaming) Growth of DVD rental/purchase in 1990s Large movie studios recording in digital format DVD players more affordable Enter Netflix, DVD rental strong in U.S.
- 3. Netflix Profile Founded in 1997 by Marc Randolph and current CEO Reed Hastings Originally offered DVDs on a fee per use basis Introduced monthly subscription service in 1999 9.4 million subscribers as of Q4 2008 2009 forecast of 10.6 to 11.3 million subscribers
- 4. Netflix Competitive Advantage First-mover advantage in on-line rental Patented method of web-based DVD selection Customer-centric, monthly subscription-based service “ It probably looks easy to imitate Netflix, but it’s quite difficult to get all the details right that matter to a consumer. We’ve put four year’s effort into building our service.” – Reed Hastings, co-founder in 2001
- 5. Netflix Services Service Plan Options: Unlimited Plans $8.99 1 DVD at a time $13.99 2 DVDs at a time $16.99 3 DVDs at a time Less popular plans of 4-8 DVDs at a time available *Unlimited online viewing on all unlimited plans 1 Limited Plan $4.99 1 DVD at a time (2 per month) * 2 hours of online viewing
- 7. Service Features No Due Dates No Late Fees No Cancellation Fees Free DVD Shipping – Both Ways Blu-ray Substitution, for a Fee
- 8. Customer Loyalty Consistently maintain 84% - 86% of existing customers quarter over quarter. Voted #1 online retailer 8 consecutive periods by Foresee/FGI Research Achieved Through: Ease of Use Fast Delivery (97% in one day) Size of Selection (Over 100,000 DVD titles)
- 9. Competition Movie Rental Stores Blockbuster, Hollywood Video, Movie Gallery Movie Rental Kiosks Red Box Downloadable Movies Apple, YouTube, Hulu “ On Demand” Movie Theaters AMC, Showcase
- 10. Main Competition Source: 2008 Data from Hoovers, SEC Netflix Blockbuster Redbox Industry Median Annual Sales ($M) 1,364.7 5,542.4 22.4 Employees 1,644 59,643 750 Gross Profit Marin 33.30% 51.90% - 36.00% Net Profit Margin 6.10% 0.50% - -11.50% Return on Invest. Cap. 19.8% 1.8% - 2.9% 12 mo. Revenue Growth 13.2% 0.6% - 8.7% 12 mo. Net Income Growth 24.0% 0.0% - 15.2%
- 12. Financial Highlights Predictable Revenue Streams Not dependent on rental fees or late fees Low Overhead Costs Contribute to Profits No store rent, utilities, salaries Strong Growth Market entry timing, planned barrier to entry for competition, customer centric
- 13. Video Streaming
- 14. Video Streaming
- 15. Video Streaming Opportunities for Netflix Lowers shipping costs More can be spent on content while achieving same profit margins No more planning ahead to watch a movie May attract a new segment of movie watchers Partnerships for streaming LG & Samsung Blu-ray players Xbox360 Roku digital video players Tivo HD boxes
- 16. Video Streaming
- 17. Video Streaming Threats for Netflix Exclusivity agreements with content providers may effect availability of movies for streaming More competition from big name companies (Apple, Microsoft, Amazon) and global competition from companies operating locally overseas Limits on Bandwidth usage from internet providers Price adjustments to cover new expenses
- 18. Exclusivity Issues Source: Netflix 2008 Investor Day Presentation
- 19. SWOT STRENGTHS First Mover Advantage Strong Brand Recognition High Customer Satisfaction Large Movie Selection Low Overhead Costs Predictable Monthly Revenue Streams Affordable Pricing WEAKNESSES Monthly Fee Discourages Membership From Less Frequent Movie Watchers Lack of Control Over DVD Return Time Comparatively Small Movie Library Available to Stream DVDs Can Arrive Scratched or Broken Due to Mailing Process OPPORTUNITIES Product Line Expansion – Video Games Expand Downloadable Movie Offerings Print 3 rd Party Advertisements of Red Envelopes Expand on Partnerships With Content Providers and Technology Providers. THREATS Staying power of DVDs Contractual restrictions on streaming content Bigger competition in the streaming video market DVD competition from Red Box, and Blockbuster
- 20. References “ Twitter for Netflix” accessed on 23 March 2009. < http://addnetflix.moltbedesigns.com/ > Luther, Shaila. “Netflix creeps into Facebook with Netflix Updates.” CrunchGear. 24 March 2009. <http://www.crunchgear.com/2009/03/24/netflix-creeps-into-facebook-with-netflix-updates/> NetFlix Company Website accessed on 3 March 2009. < www.netflix.com > Wikipedia accessed on 14 March 2009. < http://en.wikipedia.org/wiki/Netflix > Hoovers Online accessed 23 March 2009. < http://premium.hoovers.com > (Premium subscription required) Cook, Jim and Taylor, Suzanne. “Five Lessons From the Netflix Startup Story.” MarketingProfs. 11 April 2006. < http://www.marketingprofs.com/print.asp?source=/6/cooktaylor1.asp > Mullaney, Timothy. “Coming soon to a Netflix near you.” Business Week Online . 9 June 2006.< http://www.businessweek.com/smallbiz/content/jun2006/sb20060609_292496.htm > Helft, Miguel. “Netflix to Deliver Movies to the PC.” New York Times . 16 January 2007. < http://www.nytimes.com/2007/01/16/technology/16netflix.html > “ Netflix offers subscribers the option of instantly watching movies on their PCs.” Netflix press release. 16 January 2007. < http://www.netflix.com/MediaCenter?id=5384 > Blockbuster Movies accessed 23 March 2009. < http://www.blockbuster.com/totalaccess > “ Apple TV.” Apple.com. < http://www.apple.com/appletv/ > Zeidler, Sue. “Netflix, consumer electronics partnerships near.” Reuters . Gary Hill. 2 April 2008. < http://www.reuters.com/article/technologyNews/idUSN2133480820080422?feedType=RSS&feedName=technologyNews&sp=true > Jacobs, Ian. “Internet-based businesses are (finally) changing the customer interaction paradigm.” Frost & Sullivan Market Insight. 28 September 2007. < http://www.frost.com > Jacobs, Ian. “Universal agents – not a universally applicable idea.” Frost & Sullivan Market Insight. 30 June 2007. < http://www.frost.com > “ World Video Content Delivery Networks Market.” Frost & Sullivan Subscription Service. 15 December 2008. < http://www.frost.com > “ World Video Encoders and Transcoders Markets.” Frost & Sullivan Subscription Service. 13 December 2007. < http://www.frost.com > “ North American Residential Broadband Access Services Markets.” Frost & Sullivan Subscription Service. 28 March 2008. http://www.frost.com SEC website accessed 7 April 2009 . < http://idea.sec.gov/Archives/edgar/data/1065280/000119312509037430/d10k.htm >