Theres no doubt that people like to watch movies but how the

There’s no doubt that people like to watch movies, but how they watch is changing. Although many people still prefer going to an actual movie theater, more and more are settling back in their easy chairs in front of home entertainment systems, especially now that technology has improved to the point where those systems are affordable and offer many of the same features as those found in movie theaters. Along with the changes in where people watch movies, how people get those movies has changed. For many, the weekend used to start with a trip to the video rental store to search the racks for something good to watch, an approach Blockbuster built its business on. Today’s consumers can choose a movie by going to their computer and visiting an online DVD subscription and delivery site where the movies come to the customers—a model invented by Netflix. Launched in 1999, Netflix’s subscriber base grew rapidly. It now has more than 50 million subscribers and thousands of movie titles and other content from which to choose. From the beginning, Netflix’s goal was to provide the most extensive and all-inclusive selection of DVDs, a simple and fast way to select movies, and fast, free delivery. Netflix founder and CEO Reed Hastings believed in the approach he pioneered and set some ambitious goals for his company: build the world’s best Internet movie service and grow earnings per share (EPS) and subscribers every year. In 2011, though, Hastings made a decision that had customers complaining loudly. Netflix’s troubles began when it announced it would charge separate prices for its DVDs-by-mail and streaming video plans. Then, it decided to rebrand its DVD service as Qwikster. Customers raged so much that Netflix reversed that decision and pulled the plug on the entire Qwikster plan. As Netflix regained its focus with customers, it was once again ready to focus on its competitors. Success ultimately attracts competition. Other businesses want a piece of the market. Trying to gain an edge in how customers get the movies they want, when and where they want them, has led to an all-out competitive war. Now, what Netflix did to Blockbuster, other competitors are doing to Netflix. Hastings said he has learned never to underestimate the competition. He says, “We erroneously concluded that Blockbuster probably wasn’t going to launch a competitive effort when they hadn’t by 2003. Then, in 2004, they did. We thought...well they won’t put much money behind it. Over the past four years, they’ve invested more than $500 million against us.” Not wanting to suffer the same fate as Blockbuster (it filed for bankruptcy protection in 2010 and was sold to Satellite TV service provider DISH Network in 2011), Netflix is bracing for other onslaughts. In fact, CEO Hastings, defending his misguided decisions in 2011, said, “We did so many difficult things this year that we got overconfident. Our big obsession for the year was streaming, the idea that ‘let’s not die with DVDs.’” The in-home entertainment industry is intensely competitive and continually changing. Many customers have multiple providers (e.g., HBO, renting a DVD from Red Box, buying a DVD, streaming a movie or television series or original programming from providers such as Hulu, Apple, and Amazon Prime) and may use any or all of those services in the same month. Video-on-demand and streaming are becoming extremely competitive. To counter such competitive challenges, Hastings is focusing the company’s competitive strengths on a select number of initiatives. The most important initiative is continuing to improve its programming, its personalization technology, and its marketing to attract new customers. He says, “Streaming is the future; we’re focused on it. DVD is going to do whatever it’s going to do. We don’t want to hurt it, but we’re not putting much time or energy into it.” Other strategic initiatives include embarking on a substantial European expansion, negotiating contracts with cable providers for direct connectivity, developing profitable partnerships with other content providers, controlling the cost and quality of streaming content, and even continuing to create original series. In fact, its first original series, called House of Cards starring Kevin Spacey, won a Primetime Emmy Award in 2013. The company also premiered its newest hit series, Orange Is the New Black. With other companies hoping to get established in the market, the competition is intense. Does Netflix have the script it needs to be a dominant player? CEO Hastings says, “If it’s true that you should be judged by the quality of your competitors, we must be doing pretty well.”

Assignment: Due to your expertise in strategic management, you have been hired by Reed Hastings to evaluate Netflix’s current strategy and make a recommendation as to which generic competitive strategy the company should adopt. Your analysis should yield at least two alternatives for Mr. Hastings to consider, but you must recommend one to him. The recommended strategy should be the one you believe will help the company better compete in the in-home entertainment industry.

APA format.

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Solution

Netflix is one of the best companies available in the market which provide entertainment services directly to your home.

SWOT analysis for Netflix

Strength

Netflix is very popular and convenient. This convenience has widely increase the level of service towards the American households as well as effect on the Global households. Its availability on the cross platform ranging from televisions to mobile phone and there Netflix only series have been a very widely influential in terms of capturing the market. It has over 54 million members worldwide which directly opt for the convenience and increase the overall effectiveness of Netflix in their specific region as the Netflix is expanding internationally.

Weaknesses

Companies domestic DVD rental program has been very widely neglected by the audience since last few years. As internet has took over every service that Netflix provide, there rental services as well as their hybrid plans are neglected by public. Result of this specific problem, netflix has divided there subscription services into two parts. Their subscription services are declining faster than the expected.
Also the international business for the company is not also very profitable and directly creating a burden on the international operations for the company.

Opportunities

Netflix has a very intensive opportunity for increasing their International online business. By expanding its business to the developing countries like India China and Bangladesh, netflix can easily increase their overall effectiveness as well as provision of the different services towards the society.
Original contents from Netflix have been proven very interesting for the customer and customer care directly subscribing Netflix for these contents only. This provision of the content directly increases the overall effectiveness of the organisation.

Threats

Increasing competition is the most powerful threat that the company is facing different rental services such as Amazon and other online streaming services are killing its customer base. HBO services are also offering their services without the television subscription and cbs network has also announced subscription service which is upcoming as a threat for Netflix.

In 1997 when Netflix was introduced to the market it became a sensational success. Very first time some service was providing rental DVDs over the post in which a customer doesn\'t have to move from the couches to get the DVDs at their home.

There was a very large involvement of the video stores during definition growth of Netflix. Netflix ended that growth of the stores by providing services to the customers at the doorstep. Later Netflix launched its internet-based subscription service in 1999 and provide a huge number of movies to its customers. The specific change in the strategy of Netflix made him the undoubted king of the industry.

Blockbuster was the initiator of the rental service in the America. But blockbuster never replied new technology to its organisational structure. This specific mistake lead blockbuster to bankruptcy. Blockbuster had it stores all over the America which was very famous for distributing DVD and also had the bending machines which were overcome by the Netflix new technologies and web based streaming.
Major environment shift was shifting from the store based rental system to online Internet based rental system which benefited the Netflix for getting better viewership over the blockbuster.Later blockbuster filed for the bankruptcy which made Netflix a leader in the industry.

According to the McGahan model if a company is going through and industrial change environment then it should also change in the same way otherwise it will go bankrupt. It is obvious to change the company is overall strategies as well as technological advancement according to the market. If a company doesn\'t see the upcoming clues and arise that the fall conclusions for all the time then the overall loss of the company is very big. Same thing happened with Netflix, when industry was shifting towards the Internet Netflix went with the flow and chose to shifting with the Internet which lead it to be a market leader.

Netflix can easily increase the markets to the developing countries like India and China as well as Bangladesh. By spreading their businesses to these countries, netflix cane easily caputure a large market segment and can improve their marketing strategy.