Netflix began as a DVD rental service launched in 1997 after the founder was annoyed by a late fee at Blockbuster. It transitioned to online streaming around 2007 and began producing original content, disrupting the TV industry. By 2019, Netflix had over 150 million subscribers worldwide and $16 billion in annual revenue. Its innovative approach to streaming, on-demand viewing, and data-driven content helped it become the dominant player and gain significant competitive advantage over traditional networks and Blockbuster.
Data Con LA 2018 - How is Blockchain Changing Relationships in Entertainment ...Data Con LA
How is Blockchain Changing Big Data Relationships in Entertainment by Mariana Danilovic, CEO, Hollywood Portfolio
It could be a presentation or a panel about big data issues in Entertainment that are driving adoption of blockchain platforms.
Netflix represents a classical subscription-based video on demand service model where users pay a subscription fee for access to streaming content. Netflix was founded in 1997 as a DVD rental service and transitioned to streaming in 2007. It is now the largest online streaming provider with over 75 million subscribers globally. The document discusses Netflix's industry structure, competitive forces as streaming faces competition from services like Hulu. A SWOT and Porter's Five Forces analysis is presented. The value chain and role of data and algorithms in powering recommendations is also examined. Current and potential strategies like expanding internationally and replacing cable boxes are proposed.
Netflix failure & marketing strategyAshutosh Sahu
1. Netflix presented their marketing strategy which focused on developing high quality original content to differentiate themselves from competitors.
2. They analyzed their strengths in brand and technology against weaknesses like high debt and easy replication. Opportunities in international growth were noted alongside threats from increasing competition.
3. Netflix's strategy to transition from DVD rentals to streaming was disrupted by the poorly executed Qwikster plan in 2011. However, they recovered by listening to customers and committing to original content development, which helped subscriber growth and stock price recovery.
This document discusses concepts related to analyzing a firm's external environment including industry structure, competitive forces, and strategic groups. It provides an overview of Porter's five forces model for analyzing industry competition and profitability. Specifically, it examines factors that determine the threat of new entry, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It also provides a taxonomy of various barriers to entry, including economies of scale, network effects, switching costs, and access to resources.
This document discusses barriers to entry in industries and competitive forces that shape firm strategy. It provides examples of:
1) Economies of scale that can serve as barriers to entry, including product-specific, plant-specific, and multi-product economies of scale.
2) Other barriers to entry like capital requirements, switching costs for customers, and access to distribution channels.
3) Michael Porter's five forces model that determines industry profit potential, including threats of new entry and substitution, power of suppliers and buyers, and rivalry among existing competitors.
Running head SWOT ANALYSIS OF PUBLICLY HELD COMPANY NETFLIX .docxtodd521
Running head: SWOT ANALYSIS OF PUBLICLY HELD COMPANY: NETFLIX 1
SWOT ANALYSIS OF PUBLICLY HELD COMPANY: NETFLIX 2
SWOT Analysis of Publicly Held Company: Netflix
Abstract
Netflix is a company that is credited with disrupting the market for video rentals, cable television and now television and film production with it streaming services. Customers were tired of the high prices of cable television and video rental late fees. They found the streamlined and efficient approach, which allows for unlimited viewing of movies and shows in its inventory for one low price, extremely attractive. The company was founded in 1997, and it became a publicly traded company in 2002. In that time it ha become a global presence and market leader. The strategic focus of Netflix was to break down a business model for entertainment that was bloated, expensive and did not result in unlimited options. The company today is no longer the disruptor, but the one that needs to be concerned with innovators, copycat competitions and the next new business model. This paper provides an analysis of the strengths, weaknesses, opportunities and threats facing the company.
SWOT Analysis of Publicly Held Company: Netflix
Netflix is a company that is credited with disrupting the market for video rentals, cable television and now television and film production with it streaming services. Customers were tired of the high prices of cable television and video rental late fees. They found the streamlined and efficient approach, which allows for unlimited viewing of movies and shows in its inventory for one low price, extremely attractive. The company was founded in 1997, and it became a publicly traded company in 2002 (Burroughs, 2018). In that time it ha become a global presence and market leader.
Strengths
Netflix has so many strengths, and these were displayed when the company took down the entire video rental industry, including the enormous Blockbuster Video chain, with its simple use of technology to make watching content more convenient. Specifically the strengths of Netflix have been horizontal growth, vertical growth, innovation and cultural relevance. The strength of Netflix is its horizontal expansion, resulting in wide distribution which includes nearly 200 countries, almost 100 million subscribers and revenues of $7 billion per year (Dias & Navarro, 2018). Vertical growth, by getting deeper into content production, is a defining feature of the brand, and it was initially wildly successful. Netflix is also considered a leader in a cutting edge and innovative area of data science, which is used in its recommender systems (Walker, Jeffery, So, Sriram, Nathanson, Ferreira, & Merkley, 2017). Netflix use became iconic in Western culture, particularly because it facilities binge watching of an entire season or series at once, and this has become a cultural reference point (Jenner, 2018).
Weaknesses
The weaknes.
The document discusses management of technology and innovation. It defines management of technology as planning, implementing, evaluating, and controlling an organization's resources and capabilities to create value and competitive advantage through technology. Management of innovation includes both change management and processes that encourage innovation within an organization. Effective management of technology and innovation is important for integrating technology with strategy, assessing technology efficiently, managing projects, and leveraging technical professionals.
The document discusses how content producers can generate revenue from multi-platform content by treating content as a franchise with different monetary opportunities across television, online, mobile, education, and consumer goods. It provides the example of Total Drama Island, an animated series that was very popular and profitable in both Canada and the US. It had an online game component launched simultaneously with the television series that engaged different tiers of audiences and had over 500,000 registered users. The document also discusses commissioning processes, guidelines, and potential funding opportunities for new media projects.
Data Con LA 2018 - How is Blockchain Changing Relationships in Entertainment ...Data Con LA
How is Blockchain Changing Big Data Relationships in Entertainment by Mariana Danilovic, CEO, Hollywood Portfolio
It could be a presentation or a panel about big data issues in Entertainment that are driving adoption of blockchain platforms.
Netflix represents a classical subscription-based video on demand service model where users pay a subscription fee for access to streaming content. Netflix was founded in 1997 as a DVD rental service and transitioned to streaming in 2007. It is now the largest online streaming provider with over 75 million subscribers globally. The document discusses Netflix's industry structure, competitive forces as streaming faces competition from services like Hulu. A SWOT and Porter's Five Forces analysis is presented. The value chain and role of data and algorithms in powering recommendations is also examined. Current and potential strategies like expanding internationally and replacing cable boxes are proposed.
Netflix failure & marketing strategyAshutosh Sahu
1. Netflix presented their marketing strategy which focused on developing high quality original content to differentiate themselves from competitors.
2. They analyzed their strengths in brand and technology against weaknesses like high debt and easy replication. Opportunities in international growth were noted alongside threats from increasing competition.
3. Netflix's strategy to transition from DVD rentals to streaming was disrupted by the poorly executed Qwikster plan in 2011. However, they recovered by listening to customers and committing to original content development, which helped subscriber growth and stock price recovery.
This document discusses concepts related to analyzing a firm's external environment including industry structure, competitive forces, and strategic groups. It provides an overview of Porter's five forces model for analyzing industry competition and profitability. Specifically, it examines factors that determine the threat of new entry, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It also provides a taxonomy of various barriers to entry, including economies of scale, network effects, switching costs, and access to resources.
This document discusses barriers to entry in industries and competitive forces that shape firm strategy. It provides examples of:
1) Economies of scale that can serve as barriers to entry, including product-specific, plant-specific, and multi-product economies of scale.
2) Other barriers to entry like capital requirements, switching costs for customers, and access to distribution channels.
3) Michael Porter's five forces model that determines industry profit potential, including threats of new entry and substitution, power of suppliers and buyers, and rivalry among existing competitors.
Running head SWOT ANALYSIS OF PUBLICLY HELD COMPANY NETFLIX .docxtodd521
Running head: SWOT ANALYSIS OF PUBLICLY HELD COMPANY: NETFLIX 1
SWOT ANALYSIS OF PUBLICLY HELD COMPANY: NETFLIX 2
SWOT Analysis of Publicly Held Company: Netflix
Abstract
Netflix is a company that is credited with disrupting the market for video rentals, cable television and now television and film production with it streaming services. Customers were tired of the high prices of cable television and video rental late fees. They found the streamlined and efficient approach, which allows for unlimited viewing of movies and shows in its inventory for one low price, extremely attractive. The company was founded in 1997, and it became a publicly traded company in 2002. In that time it ha become a global presence and market leader. The strategic focus of Netflix was to break down a business model for entertainment that was bloated, expensive and did not result in unlimited options. The company today is no longer the disruptor, but the one that needs to be concerned with innovators, copycat competitions and the next new business model. This paper provides an analysis of the strengths, weaknesses, opportunities and threats facing the company.
SWOT Analysis of Publicly Held Company: Netflix
Netflix is a company that is credited with disrupting the market for video rentals, cable television and now television and film production with it streaming services. Customers were tired of the high prices of cable television and video rental late fees. They found the streamlined and efficient approach, which allows for unlimited viewing of movies and shows in its inventory for one low price, extremely attractive. The company was founded in 1997, and it became a publicly traded company in 2002 (Burroughs, 2018). In that time it ha become a global presence and market leader.
Strengths
Netflix has so many strengths, and these were displayed when the company took down the entire video rental industry, including the enormous Blockbuster Video chain, with its simple use of technology to make watching content more convenient. Specifically the strengths of Netflix have been horizontal growth, vertical growth, innovation and cultural relevance. The strength of Netflix is its horizontal expansion, resulting in wide distribution which includes nearly 200 countries, almost 100 million subscribers and revenues of $7 billion per year (Dias & Navarro, 2018). Vertical growth, by getting deeper into content production, is a defining feature of the brand, and it was initially wildly successful. Netflix is also considered a leader in a cutting edge and innovative area of data science, which is used in its recommender systems (Walker, Jeffery, So, Sriram, Nathanson, Ferreira, & Merkley, 2017). Netflix use became iconic in Western culture, particularly because it facilities binge watching of an entire season or series at once, and this has become a cultural reference point (Jenner, 2018).
Weaknesses
The weaknes.
The document discusses management of technology and innovation. It defines management of technology as planning, implementing, evaluating, and controlling an organization's resources and capabilities to create value and competitive advantage through technology. Management of innovation includes both change management and processes that encourage innovation within an organization. Effective management of technology and innovation is important for integrating technology with strategy, assessing technology efficiently, managing projects, and leveraging technical professionals.
The document discusses how content producers can generate revenue from multi-platform content by treating content as a franchise with different monetary opportunities across television, online, mobile, education, and consumer goods. It provides the example of Total Drama Island, an animated series that was very popular and profitable in both Canada and the US. It had an online game component launched simultaneously with the television series that engaged different tiers of audiences and had over 500,000 registered users. The document also discusses commissioning processes, guidelines, and potential funding opportunities for new media projects.
netflix , netflix way of success , how netflix achieve success , usr of big data , data science , how netflix use its clients data , business decision analysis, decision making , complix decision
This document provides an equity research report on Netflix from the QUMMIF Investment Club. It summarizes Netflix's business operations, financial performance, strengths, weaknesses, opportunities, threats, and industry outlook. The report finds that Netflix has positioned itself as the leading online video streaming service and sees future growth prospects as favorable due to expanding internationally and increasing original content production. However, it also faces threats from growing competition in the online streaming market and potential loss of subscribers to free content downloading.
Top10 Trends Impacting Marketing, Sales and Service The Circuit
Doss Ross offered The Circuit audience a review of the top 10 tech trends that could impact your business -- and some ideas to turn your competition into an encyclopedia salesman.
Doug Ross is Vice President and Chief Technology Officer at Western & Southern Financial Group, a Fortune 500 diversified financial services organization.
The Circuit is the IT Association in the SW Ohio Region since 1994 www.thecircuit.net
The document discusses strategies for high-technology industries. It covers managing intellectual property rights, establishing technical standards, exploiting first-mover advantages, and dealing with paradigm shifts caused by disruptive technologies. Companies must strategize around intellectual property, standards-setting, pioneering new markets or licensing innovations, and responding to threats from emerging disruptions.
Netflix's business model canvas is analyzed in the document. It has over 75 million subscribers globally from customer segments of ages 24-35 with incomes over $50,000. Its value propositions include original content, multiple viewing options, and competitive pricing. Netflix utilizes websites and apps as channels and has a self-service customer relationship model. Key resources include infrastructure, intellectual property, employees, and financial assets. Activities involve platform maintenance, content acquisition, and partnerships. Revenue comes from subscription fees while costs include wages, content, and infrastructure expenses.
2007 Home Network Global Summit - Seoul, KoreaCABA
The document discusses the Continental Automated Buildings Association (CABA), a non-profit organization focused on advancing technology in home and building automation. It lists CABA's board of directors and provides information on its research council and recently completed projects related to home automation, networking, and digital media usage.
Netflix's business model has evolved over time from DVD rentals by mail to streaming. It now makes most of its revenue from monthly subscription plans that allow unlimited streaming. Netflix acquires and licenses content from partners and produces original shows and movies. It has over 200 million subscribers globally and is highly profitable. However, it operates with negative cash flow due to upfront costs of content licensing and production. Netflix continues to adapt its model by expanding globally and investing heavily in new content.
The document discusses strategy in high-technology industries. It explains that high-tech industries are those where the underlying scientific knowledge and product attributes are advancing rapidly. It also discusses the importance of technical standards, intellectual property rights, first-mover advantages, and exploiting innovations through various strategies like developing the innovation yourself or licensing it to others. Managing these effectively is key to success in high-tech industries.
This document discusses strategies for broadcasters to thrive in a changing TV landscape with increased competition from online players like Netflix and YouTube. It recommends that broadcasters:
1) Design personalized experiences for different viewer segments across their lifecycle.
2) Emphasize and extend their "live" experiences of sports, news and events across devices to foster a sense of community.
3) Consider offering their content delivery as a service with predictable costs rather than owning all infrastructure, to reduce costs and allow for fast innovation.
Data Con LA 2022 - How are NFTs and DeFi Changing EntertainmentData Con LA
Mariana Danilovic, Managing Director at Infiom, LLC
We will address:
(1) Community creation and engagement using tokens and NFTs
(2) Organization of DAO structures and ways to incentivize Web3 communities
(3) DeFi business models applied to Web3 ventures
(4) Why Metaverse matters for new entertainment and community engagement models.
An examination of the different strategies content producers can deploy to optimise their content storage as it becomes digital. This paper looks at the cloud, hybrid clouds and local storage and suggests ways of reducing costs whilsst maintaining accessibility.
Netflix faced significant issues in 2011 including losing 800k subscribers, a nearly 500% drop in stock price, and poor public relations. The document analyzes Netflix's strengths and weaknesses using the McKinsey 7S framework. It finds Netflix has a flexible structure but struggles to align short-term strategies with its long-term streaming focus. Strengths include its library, algorithms, and infrastructure, while weaknesses are in marketing, customer service, and content partnerships. The document predicts Netflix will address issues through a new CMO, eliminating DVDs, new partnerships, and leadership changes.
Personalization and gamification of entertainment servicesZinnov
The rapid proliferation of mobile devices and rise of multi- digital channels has disrupted the content distribution and consumption cycle, thereby creating a dynamic business environment for all media and entertainment players. The present operating landscape is driven by customer preferences and marks the advent of a new approach for customer interactions, powered by unique customer experiences through technology and data driven personalization.
The document summarizes key points from a presentation on connected TV and online video strategies. It discusses the challenges facing traditional TV companies from new competitors and changing consumption patterns. TV companies need to adapt by developing IP and OTT video strategies, focusing on devices and flexibility across platforms, offering compelling content at reasonable prices, breaking down silos through convergence, and partnering to ensure bandwidth availability. KIT digital is presented as a leader in providing strategic consulting and IP video delivery solutions to help companies address these challenges.
The document provides an overview of Netflix, including its history, vision, mission, financial status, culture, management structure, operational plans, expansion efforts, and innovation. Key points include that Netflix was founded in 1997 and has grown to over 50 million subscribers globally by 2014. It has expanded from DVD rental by mail to become a leading global streaming service and creator of original content like House of Cards. The company aims to become the best global entertainment distribution service through expanding its licensing and markets worldwide.
1) The television industry is facing unprecedented changes due to increased audience fragmentation across multiple media platforms and the rise of on-demand viewing.
2) Over the next 5-7 years, the industry will see a bifurcation between passive traditional TV viewers and more active viewers seeking personalized on-demand content anywhere, anytime.
3) To succeed, companies must innovate business models, experiment with new pricing and content distribution approaches, mobilize content across devices, and reorganize to develop core competencies for a more open, flexible future television landscape.
1) NBC Universal is a major global media company that is responding proactively to convergence trends in the media industry.
2) It is focusing on producing high-quality content, controlling distribution through platforms like Hulu, and making strategic investments in emerging digital media companies.
3) NBC Universal sees opportunities in convergence across devices and believes it is well positioned to navigate the transition to digital and online media through these strategies.
The Gannons Intellectual Property Technology seminar brings together respected professionals from the legal and commercial technology sectors.
Our seminar covers:
Tech and Software: Discover how businesses navigate, embrace and compete with the deluge of disruptive technologies.
IP Tech from a Legal perspective: Resolve the major legal challenges faced by tech firms. We share our knowledge and expertise.
IP Insurance: Intellectual property insurance needn't be expensive. We demonstrate the options available for Tech businesses.
The Speakers:
Jimmy Vestbirk - a technologist with a focus on LawTech and works with start ups.
Graham Bell - a technical consultant specialising in product development, and has extensive international experience advising clients in the creation, application and exploitation of technology with a core focus in telecommunications and consumer electronics.
Amardeep Dhillon - a barrister who specialises in IP. Amardeep is regularly instructed in matters in the High Court, Companies Court and has appeared before the Court of Appeal. He will discuss case studies on IP and Technology.
An IP Expert in ATE (after the event) and BTE (before the event) insurance solutions helping businesses to reduce their financial risks in litigation.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
netflix , netflix way of success , how netflix achieve success , usr of big data , data science , how netflix use its clients data , business decision analysis, decision making , complix decision
This document provides an equity research report on Netflix from the QUMMIF Investment Club. It summarizes Netflix's business operations, financial performance, strengths, weaknesses, opportunities, threats, and industry outlook. The report finds that Netflix has positioned itself as the leading online video streaming service and sees future growth prospects as favorable due to expanding internationally and increasing original content production. However, it also faces threats from growing competition in the online streaming market and potential loss of subscribers to free content downloading.
Top10 Trends Impacting Marketing, Sales and Service The Circuit
Doss Ross offered The Circuit audience a review of the top 10 tech trends that could impact your business -- and some ideas to turn your competition into an encyclopedia salesman.
Doug Ross is Vice President and Chief Technology Officer at Western & Southern Financial Group, a Fortune 500 diversified financial services organization.
The Circuit is the IT Association in the SW Ohio Region since 1994 www.thecircuit.net
The document discusses strategies for high-technology industries. It covers managing intellectual property rights, establishing technical standards, exploiting first-mover advantages, and dealing with paradigm shifts caused by disruptive technologies. Companies must strategize around intellectual property, standards-setting, pioneering new markets or licensing innovations, and responding to threats from emerging disruptions.
Netflix's business model canvas is analyzed in the document. It has over 75 million subscribers globally from customer segments of ages 24-35 with incomes over $50,000. Its value propositions include original content, multiple viewing options, and competitive pricing. Netflix utilizes websites and apps as channels and has a self-service customer relationship model. Key resources include infrastructure, intellectual property, employees, and financial assets. Activities involve platform maintenance, content acquisition, and partnerships. Revenue comes from subscription fees while costs include wages, content, and infrastructure expenses.
2007 Home Network Global Summit - Seoul, KoreaCABA
The document discusses the Continental Automated Buildings Association (CABA), a non-profit organization focused on advancing technology in home and building automation. It lists CABA's board of directors and provides information on its research council and recently completed projects related to home automation, networking, and digital media usage.
Netflix's business model has evolved over time from DVD rentals by mail to streaming. It now makes most of its revenue from monthly subscription plans that allow unlimited streaming. Netflix acquires and licenses content from partners and produces original shows and movies. It has over 200 million subscribers globally and is highly profitable. However, it operates with negative cash flow due to upfront costs of content licensing and production. Netflix continues to adapt its model by expanding globally and investing heavily in new content.
The document discusses strategy in high-technology industries. It explains that high-tech industries are those where the underlying scientific knowledge and product attributes are advancing rapidly. It also discusses the importance of technical standards, intellectual property rights, first-mover advantages, and exploiting innovations through various strategies like developing the innovation yourself or licensing it to others. Managing these effectively is key to success in high-tech industries.
This document discusses strategies for broadcasters to thrive in a changing TV landscape with increased competition from online players like Netflix and YouTube. It recommends that broadcasters:
1) Design personalized experiences for different viewer segments across their lifecycle.
2) Emphasize and extend their "live" experiences of sports, news and events across devices to foster a sense of community.
3) Consider offering their content delivery as a service with predictable costs rather than owning all infrastructure, to reduce costs and allow for fast innovation.
Data Con LA 2022 - How are NFTs and DeFi Changing EntertainmentData Con LA
Mariana Danilovic, Managing Director at Infiom, LLC
We will address:
(1) Community creation and engagement using tokens and NFTs
(2) Organization of DAO structures and ways to incentivize Web3 communities
(3) DeFi business models applied to Web3 ventures
(4) Why Metaverse matters for new entertainment and community engagement models.
An examination of the different strategies content producers can deploy to optimise their content storage as it becomes digital. This paper looks at the cloud, hybrid clouds and local storage and suggests ways of reducing costs whilsst maintaining accessibility.
Netflix faced significant issues in 2011 including losing 800k subscribers, a nearly 500% drop in stock price, and poor public relations. The document analyzes Netflix's strengths and weaknesses using the McKinsey 7S framework. It finds Netflix has a flexible structure but struggles to align short-term strategies with its long-term streaming focus. Strengths include its library, algorithms, and infrastructure, while weaknesses are in marketing, customer service, and content partnerships. The document predicts Netflix will address issues through a new CMO, eliminating DVDs, new partnerships, and leadership changes.
Personalization and gamification of entertainment servicesZinnov
The rapid proliferation of mobile devices and rise of multi- digital channels has disrupted the content distribution and consumption cycle, thereby creating a dynamic business environment for all media and entertainment players. The present operating landscape is driven by customer preferences and marks the advent of a new approach for customer interactions, powered by unique customer experiences through technology and data driven personalization.
The document summarizes key points from a presentation on connected TV and online video strategies. It discusses the challenges facing traditional TV companies from new competitors and changing consumption patterns. TV companies need to adapt by developing IP and OTT video strategies, focusing on devices and flexibility across platforms, offering compelling content at reasonable prices, breaking down silos through convergence, and partnering to ensure bandwidth availability. KIT digital is presented as a leader in providing strategic consulting and IP video delivery solutions to help companies address these challenges.
The document provides an overview of Netflix, including its history, vision, mission, financial status, culture, management structure, operational plans, expansion efforts, and innovation. Key points include that Netflix was founded in 1997 and has grown to over 50 million subscribers globally by 2014. It has expanded from DVD rental by mail to become a leading global streaming service and creator of original content like House of Cards. The company aims to become the best global entertainment distribution service through expanding its licensing and markets worldwide.
1) The television industry is facing unprecedented changes due to increased audience fragmentation across multiple media platforms and the rise of on-demand viewing.
2) Over the next 5-7 years, the industry will see a bifurcation between passive traditional TV viewers and more active viewers seeking personalized on-demand content anywhere, anytime.
3) To succeed, companies must innovate business models, experiment with new pricing and content distribution approaches, mobilize content across devices, and reorganize to develop core competencies for a more open, flexible future television landscape.
1) NBC Universal is a major global media company that is responding proactively to convergence trends in the media industry.
2) It is focusing on producing high-quality content, controlling distribution through platforms like Hulu, and making strategic investments in emerging digital media companies.
3) NBC Universal sees opportunities in convergence across devices and believes it is well positioned to navigate the transition to digital and online media through these strategies.
The Gannons Intellectual Property Technology seminar brings together respected professionals from the legal and commercial technology sectors.
Our seminar covers:
Tech and Software: Discover how businesses navigate, embrace and compete with the deluge of disruptive technologies.
IP Tech from a Legal perspective: Resolve the major legal challenges faced by tech firms. We share our knowledge and expertise.
IP Insurance: Intellectual property insurance needn't be expensive. We demonstrate the options available for Tech businesses.
The Speakers:
Jimmy Vestbirk - a technologist with a focus on LawTech and works with start ups.
Graham Bell - a technical consultant specialising in product development, and has extensive international experience advising clients in the creation, application and exploitation of technology with a core focus in telecommunications and consumer electronics.
Amardeep Dhillon - a barrister who specialises in IP. Amardeep is regularly instructed in matters in the High Court, Companies Court and has appeared before the Court of Appeal. He will discuss case studies on IP and Technology.
An IP Expert in ATE (after the event) and BTE (before the event) insurance solutions helping businesses to reduce their financial risks in litigation.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
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Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
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How to Prepare for Fortinet FCP_FAC_AD-6.5 Certification?NWEXAM
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Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Job Finding Apps Everything You Need to Know in 2024SnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find your dream job with ease using the best job finding apps. Discover top-rated apps that connect you with employers, provide personalized job recommendations, and streamline the application process. Explore features, ratings, and reviews to find the app that suits your needs and helps you land your next opportunity.
12. The Development of Technology: From
Knowledge Generation to Diffusion
The Development of Technology: From
Knowledge Generation to Diffusion
Basic
Knowledge
Invention Innovation Diffusion
IMITATION
ADOPTION
Supply side
Demand side
7–12
13. The Development of Technology: Lags Between
Knowledge Generation and Commercialization
The Development of Technology: Lags Between
Knowledge Generation and Commercialization
BASIC FIRST PRODUCT IMITATION
KNOWLEDGE PATENTS LAUNCH
Xerography late 19th and 1940 1958 1974
early 20th
centuries
Jet Engines 17th-- early 1930 1957 1959
20th centuries
Fuzzy logic 1960’s 1981 1987 1988
controllers
14. Appropriation of Value:- How are the
Benefits from Innovation Distributed?
Appropriation of Value:- How are the
Benefits from Innovation Distributed?
Customers
Suppliers
Imitators and
other
“followers”
Innovator
7–14
15. The Profitability of Innovation
The Profitability of Innovation
• Legal protection
• Complementary
resources
• Imitability of the
technology
•Lead time
Profits
from
Innovation
Value of the
innovation
Innovator’s
ability to
appropriate the
value of the
innovation
7–15
16. Legal Protection of Intellectual Property
Legal Protection of Intellectual Property
• Patents —exclusive rights to a new product,
process, substance or design.
• Copyrights —exclusive rights to artistic, dramatic,
and musical works.
• Trademarks — exclusive rights to words, symbols
or other marks to distinguish goods
and services; trademarks are
registered with the Patent Office.
• Trade Secrets — protection of chemical formulae,
recipes, and industrial processes.
Also, private contracts between firms and between a firm and its
iemployees can restrict the transfer of technology and know how.
7–16
17. U.S. Managers’ Perceptions of the Effectiveness of
Different Mechanisms for Protecting Innovation
U.S. Managers’ Perceptions of the Effectiveness of
Different Mechanisms for Protecting Innovation
Processes Products
Patents to prevent duplication 3.52 4.33
Patents to secure royalty income 3.31 3.75
Secrecy 4.31 3.57
Lead time 5.11 5.41
Moving quickly down the learning 5.02 5.09
curve
Sales or service efforts 4.55 5.59
1 = not at all effective 7 = very effective
Source: Levin, Klevorick, Nelson & Winter. Brookings Papers on Economic Activity, 1987.
18. Risk &
Return
Competing
Resources
Examples
Licensing
Outsourcing
certain
functions
Strategic
Alliance
Joint
Venture
Internal
Commercialization
Small risk, but
limited returns
also (unless
patent position
very strong
Limits
investment, but
dependence on
suppliers &
partners
Benefits of
flexibility;
risks of
informal
structure
Shares
investment &
risk. Risk of
partner
conflict &
culture clash
Biggest risks &
benefits.
Allows complete
control
Few Allows outside
resources &
capabilities
To be accessed
Permits pooling of the
resources/capabilities of
more than one firm
Substantial
resource
requirements
Konica
licensing its
digital
camera to
HP
Pixar’s movies (e.g.
“Toy Story”)
marketed &
distributed by
Disney.
Apple and
Sharp build
the
“Newton”
PDA
Microsoft
and NBC
formed
MSNBC
TI’s
development of
Digital Signal
Processing
Chips
Alternative Strategies for Exploiting Innovation
Alternative Strategies for Exploiting Innovation
7–18
19. The Comparative Success of Leaders and
Followers
The Comparative Success of Leaders and
Followers
PRODUCT INNOVATOR FOLLOWER WINNER
Jet Airliners De Havilland (Comet) Boeing (707) Follower
Float glass Pilkington Corning Leader
X-Ray Scanner EMI General Electric Follower
Office P.C. Xerox IBM Follower
VCRs Ampex/Sony Matsushita Follower
Diet Cola R.C. Cola Coca Cola Follower
Instant Cameras Polaroid Kodak Leader
Pocket Calculator Bowmar Texas Instruments Follower
Microwave Oven Raytheon Samsung Follower
Plain Paper Copiers Xerox Canon Not clear
Fiber Optic Cable Corning many companies Leader
Video Games Players Atari Nintendo/Sega/Sony Followers
Disposable Diapers Proctor & Gamble Kimberly-Clark Leader
Web browser Netscape Microsoft Follower
PDA Psion, Apple Palm Follower
MP3 music players Diamond Multimedia Sony (&others) Followers
7–19
20. Uncertainty & Risk Management in Tech-based Industries
Uncertainty & Risk Management in Tech-based Industries
Sources of
uncertainty
Technological
uncertainty
Selection process for standards and
dominant designs emerge is complex
and diifficult to predict, e.g. future of 3G
Customer acceptance and adoption rates
of innovations notoriously difficult to
predict, e.g. PC, Xerox copier, Walkman
Market
uncertainty
Strategies for
managing risk
Cooperating with lead users
early identification of customer requirements
–assistance in new product development
Flexibilility
—keep options open
—use speed of response to adapt
quickly to new information
—learn from mistakes
Limiting risk exposure
—avoid major capital commitments
(e.g. lease don’t buy)
—outsource
—alliances to access other firms’
resources & capabilities
—keep debt low
7–20
21. Sources of Network Externalities
Sources of Network Externalities
• User linkages, e.g.
– Telephone systems—only value of telephone is connection to
other users
– Video game consoles—same platform allows users to
exchange games and play interactively
– On-line auction—value of auction depends on number of
buyers and sellers participating
Also, social identification—listening to same music, watching
same TV shows, wearing same clothes in order to conform
• Availability of complementary products, e.g.
– Most PC applications software written for Windows, not Mac.
– In economy autos, easier to get parts and repair for a Ford
Focus than for a Maruti or Proton
• Economizing on switching costs, e.g.
– In suites of office software, users of Microsoft Office more
likely to avoid switching costs that users of Lotus SmartSuite
when they move jobs
7–21
22. Competing for Standards:
Value Appropriation vs. Market Acceptance
Competing for Standards:
Value Appropriation vs. Market Acceptance
Maximize
value
appropriation
Maximize
market
acceptance
LOOSE TIGHT
VHS
IBM-PC Mac
Betamax
26. Some Standards Die Hard:
QWERTY vs. DSK
• QWERTY introduced in 1870s
Slowed down typing to avoid jamming keys
• Dvorak introduced in 1930s
Minimized finger reach to speed up typing
7–26
38. 1–38
GE’s Innovation Mantra:
Disrupt Yourself!
• GE Healthcare – global leader in diagnostics
Ultrasound machine for research hospitals – $250,000
Limited market for these in developing countries
2002 local team at GE China – developed portable US
Laptop-based technology – Under $30,000 for U.S. rollout
2009 introduced a handheld US – about $10,000
Vscan - large cell phone – shaped device
It’s a cross between an iPod and a flip phone
Doctors can hang it around their neck 7–38
43. The Internet as Disruptive Force: The Long Tail
• Long tail in a digital world
Both opportunity and threat
80% sales in a given category are NOT “hits”
Pareto principle
Technology enables easier access to the ‘tail’
Selling “less of more”
Online firms can gain a large share of revenue from selling a
small number of nearly unlimited choices
• Short head is the mainstream
Available at brick & mortar stores
Significant inventory costs
44. The Long-Tail Consequences: Selling Less of More
25% to 45% of sales for online retailers is from products
NOT available in traditional retail stores. 7–44
This image shows how many years it took for different technological innovations to reach 50 percent of the U.S. population (either through ownership or usage). For example, it took 84 years for half of the U.S. population to own a car, but only 28 years for half the population to own a TV. The pace of the adoption rate of recent innovations continues to accelerate. It took 19 years for the PC to reach 50 percent ownership, but only 6 years for MP3 players to accomplish the same diffusion rate.
Along the horizontal axis, we ask whether the innovation builds on existing technologies or creates a new one. On the vertical axis, we ask whether the innovation is targeted toward existing or new markets. Four types of innovations emerge: incremental, radical, architectural, and disruptive. As indicated by the color coding in the exhibit, each diagonal forms a pair: incremental versus radical innovation and architectural versus disruptive innovation.
From a value chain perspective, producers create or make available a product or service that consumers use. The owner of the platform controls the platform IP address and controls who may participate and in what ways. The providers offer the interfaces for the platform, enabling its accessibility online.
New sources of value creation and supply—To grow, traditional competitors such as Marriott or Hilton would need to add additional rooms to their existing stock. To add new hotel room inventory to their chains, they would need to find suitable real estate, develop and build a new hotel, furnish all the rooms, and hire and train staff to run the new hotel. This often takes years, not to mention the multimillion-dollar upfront investments required and the risks involved. In contrast, Airbnb faces no such constraints because it does not own any real estate, nor does it manage any hotels. Just like Marriott or Hilton, however, it uses sophisticated pricing and booking systems to allow guests to find a large variety of rooms pretty much anywhere in the world to suit their needs.
Community feedback: TripAdvisor, a travel website, derives significant value from the large amount of quality reviews (including pictures) by its users of hotels, restaurants, and so on. This enables TripAdvisor to consummate more effective matches between hotels and guests via its website, thus creating more value for all participants.
Network effects: Growing its user base is critical for Netflix to sustain its competitive advantage. Netflix has been hugely successful in attracting new users: As of 2017 it had some 95 million subscribers worldwide. Yet, while providing a large selection of high-quality streaming content is a necessity of the Netflix business model, this element can and has been easily duplicated by others such as Amazon, Hulu, and premium services on Google’s YouTube. To lock in its large installed base of users, however, Netflix has begun producing and distributing original content such as the hugely popular shows House of Cards and Orange Is the New Black. To sustain its competitive advantage going forward, Netflix needs to rely on its core competencies, including its proprietary recommendation engine, data-driven content investments, and network infrastructure management.
As Netflix acquires additional streaming content, it increases the value of its subscription service to customers, resulting in more people signing up. With more customers, Netflix could then afford to provide more and higher-quality content, further increasing the value of the subscription to its users. This created a virtuous cycle that increased the value of a Netflix subscription as more subscribers signed up.
Uber provides incentives for drivers to sign up (such as extending credit so that potential drivers can purchase vehicles) and also charges lower than market rates for its rides. As more and more drivers sign up in each city and thus coverage density rises accordingly, the service becomes more convenient. This drives more demand for its services as more riders choose Uber, which in turn brings in more drivers.
To entice more drivers to work during this time, Uber has to pay them more. Higher pay will bring more drivers onto the platform. Some users complain about surge pricing, but it allows Uber to match supply and demand in a dynamic fashion. As surge pricing kicks in, fewer people will demand rides, eventually bringing supply and demand back into an equilibrium.