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Case	
  Analysis	
  
UC	
  Berkeley	
  Extension	
  –	
  Strategic	
  Marke7ng	
  
Professor	
  Jim	
  Prost	
  
•  Byron	
  Pi/am	
  
•  Laura	
  DellaGuardia	
  
•  Lisandra	
  Maioli	
  
•  Ryan	
  Shi	
  
•  Svetlana	
  Fedorova	
   July	
  17th,	
  2013	
  
Situation Audit
Company History
q Founded	
  in	
  1997	
  	
  
q Offered	
  DVD	
  home	
  delivery	
  via	
  snail	
  mail	
  
q Very	
  li>le	
  compeAAon	
  for	
  DVD	
  rentals,	
  
indirect	
  compeAtors	
  sAll	
  ‘sold’	
  VHS	
  
q Due	
  to	
  complaints	
  about	
  high	
  fees	
  and	
  slow	
  
delivery,	
  in	
  1999	
  the	
  ‘no	
  late	
  fees	
  policy	
  
was	
  launched’	
  
q Leap	
  of	
  faith	
  during	
  dotcom	
  boom,	
  
subscripAon	
  model	
  put	
  in	
  place:	
  
§  Unlimited	
  rentals,	
  
§  Keep	
  4	
  DVDs	
  at	
  home	
  
q 2001	
  announced	
  intenAon	
  to	
  create	
  a	
  VOD	
  
business	
  
3	
  -­‐	
  38	
  
Current Situation
q $1	
  billion	
  business	
  and	
  almost	
  $64	
  million	
  in	
  
cash	
  flow	
  
q VOD,	
  pay-­‐per-­‐view,	
  and	
  streaming	
  are	
  
gaining	
  in	
  popularity	
  
q LimitaAons	
  in	
  computer	
  to	
  TV	
  connecAvity	
  
and	
  in	
  access	
  to	
  content,	
  but	
  evolving	
  
quickly	
  with	
  technology	
  
q SubstanAal	
  Investments	
  in	
  Video-­‐on-­‐
Demand	
  (VOD):	
  2006,	
  $10	
  million,	
  2007	
  $40	
  
million	
  
	
  
	
  
(as	
  of	
  2007)	
  	
  
4	
  -­‐	
  38	
  
Mission Statement
No	
  mission	
  statement,	
  but	
  they	
  have	
  an	
  official	
  
‘vision’	
  of	
  Ne@lix’s	
  future:	
  
	
  
q  Becoming	
  the	
  best	
  global	
  entertainment	
  
distribuAon	
  service	
  
q  Licensing	
  entertainment	
  content	
  around	
  
the	
  world	
  
q  CreaAng	
  markets	
  that	
  are	
  accessible	
  to	
  
film	
  makers	
  
q  Helping	
  content	
  creators	
  around	
  the	
  
world	
  to	
  find	
  a	
  global	
  audience	
  
q  Company	
  values	
  to	
  guide	
  employees’	
  
everyday	
  decisions	
  :	
  
§  Judgment	
  
§  ProducAvity	
  
§  CreaAvity	
  
§  Intelligence	
  
§  Honesty	
  
§  CommunicaAon	
  
§  Selflessness	
  
§  Reliability	
  
§  Passion	
  
5	
  -­‐	
  38	
  
NETFLIX Evolution
6	
  -­‐	
  38	
  
SWOT ANALYSIS
q SubscripAon	
  Model	
  
	
  
q Unique	
  RecommendaAon	
  System	
  
	
  
q Large	
  DVD	
  SelecAon	
  for	
  Online	
  Rental	
  
	
  
q Fast	
  Delivery	
  Times	
  
Strengths
8	
  -­‐	
  38	
  
Weaknesses
q DifficulAes	
  providing	
  enough	
  copies	
  of	
  popular	
  new	
  
releases	
  to	
  meet	
  demand	
  
q SubscripAon	
  plan	
  does	
  not	
  appeal	
  to	
  less	
  frequent	
  movie	
  
renters	
  
q DVD’s	
  may	
  be	
  damaged	
  or	
  lost	
  in	
  
transit	
  
q Only	
  operaAng	
  in	
  the	
  DVD	
  segment	
  
at	
  a	
  Ame	
  when	
  there	
  is	
  so	
  much	
  
potenAal	
  in	
  VOD	
  
9	
  -­‐	
  38	
  
OPPORTUNITIES
	
  
q InternaAonal	
  Expansion	
  
q VOD	
  Expansion	
  
q Original	
  Content	
  
q New	
  Product	
  Lines	
  such	
  as	
  video	
  games	
  or	
  educaAonal	
  
materials	
  
q Offer	
  alternaAve	
  SubscripAon	
  opAons	
  to	
  appeal	
  to	
  less	
  
frequent	
  movie	
  renters	
  
	
  
10	
  -­‐	
  38	
  
THREATs
	
  
q 	
  Blockbuster	
  
q Other	
  VOD	
  CompeAtors	
  including:	
  
§  Vongo	
  	
  	
  
§  CinemaNow	
  
§  MovieBeam	
  
§  MovieLink	
  
§  TradiAonal	
  cable/satellite	
  providers	
  
	
  
q VOD	
  Content	
  Prices	
  and	
  Availability	
  	
  
§  Limited	
  VOD	
  Content	
  due	
  to	
  studios	
  concerned	
  about	
  piraAng	
  and	
  
affecAng	
  DVD	
  sales	
  
11	
  -­‐	
  38	
  
Target Customers
Target customer
q Males	
  and	
  Females	
  ages	
  17-­‐60;	
  
q $30,000	
  and	
  up;	
  
q Different	
  racial/ethnic	
  groups;	
  
q Psychographics:	
  	
  
§  Busy	
  people;	
  
§  Movie	
  lovers	
  and	
  frequent	
  renters;	
  
§  “All	
  you	
  can	
  eat”;	
  
§  Early	
  adopters	
  (DVD	
  players).	
  
	
  
13	
  -­‐	
  38	
  
Competition
Competitors
(as	
  of	
  2007)	
  	
  
15	
  -­‐	
  38	
  
Competitors
(current)	
  
16	
  -­‐	
  38	
  
Positioning
q  VALUE	
  
q  CONVENIENCE	
  
q  SELECTION	
  
POSITIONING
18	
  -­‐	
  38	
  
Pricing
PricING
Pay	
  per	
  
movie	
  	
  
	
  
($4)	
  +	
  shipping	
  
and	
  handling	
  
charge	
  ($2)	
  	
  
with	
  late	
  fees	
  
Prepaid	
  
subscripLon	
  
service	
  	
  
(4	
  movies	
  at	
  a	
  
Ame	
  and	
  4	
  
new	
  each	
  
month)	
  
Unlimited	
  
rental	
  	
  
	
  
(3	
  movies	
  at	
  a	
  
Ame,	
  unlimited	
  
exchange)	
  
20	
  -­‐	
  38	
  
Promotion
Promotion
q Cross-­‐promoAonal	
  programs	
  with	
  the	
  
manufacturers	
  and	
  sellers	
  of	
  DVD	
  players;	
  
q Theater	
  Ackets;	
  
q Commercial	
  and	
  radio	
  spots;	
  
q Banners	
  and	
  popups;	
  
q Nellix	
  affiliate	
  program	
  (free-­‐trial	
  
promoAon);	
  
q Word-­‐of-­‐the-­‐mouth.	
  
	
   22	
  -­‐	
  38	
  
Problem/
Decision Statement
What	
  is	
  the	
  	
  
best	
  VOD	
  model	
  and	
  
marke7ng	
  strategy	
  
for	
  Ne?lix	
  all	
  while	
  
keeping	
  the	
  company’s	
  
posiGon	
  as	
  a	
  leader	
  in	
  the	
  
home	
  video	
  market?	
  	
  
	
  
24	
  -­‐	
  38	
  
Alternatives
Alternatives
Offer	
  raAngs	
  and	
  recommendaAons	
  
system	
  to	
  cable	
  companies	
  
	
  
1
Offer	
  online	
  video	
  streaming	
  at	
  no	
  extra	
  
cost	
  to	
  exisAng	
  customers	
  2
Create	
  a	
  standalone	
  online	
  video	
  
business	
  3
26	
  -­‐	
  38	
  
Critical Issues
Critical Issues
q  Technology	
  
	
  
§  VOD	
  compeAAon	
  
	
  
q  Content	
  acquisiAon	
  &	
  piraAng	
  concerns	
  
q  User	
  acquisiAon	
  and	
  adopAon	
  
q  Financial	
  Investmen	
  
q  Employee’s	
  role	
  in	
  dealing	
  with	
  2	
  
businesses	
  	
  
28	
  -­‐	
  38	
  
Analysis
 	
  
RelaLve	
  
Weights	
  
OpLon	
  
1	
  
OpLon	
  
2	
  
OpLon	
  
3	
  
Technological	
  	
  Improvements	
  	
   0.3	
   4	
   5	
   5	
  
Emerging	
  CompeAtors	
   0.2	
   2	
   5	
   4	
  
Content	
  AcquisiAon	
   0.2	
   3	
   5	
   4	
  
User	
  AdopAon	
   0.15	
   1	
   5	
   4	
  
Financial	
  PosiAon	
  /	
  Cost	
  Basis	
   0.15	
   1	
   4	
   4	
  
	
  	
   	
  	
   	
  	
   	
  	
   	
  	
  
RelaAve	
  Weight	
  x	
  
RaAng	
   1	
   2.5	
   4.85	
   4.3	
  
Ne@lix	
  Summary	
  Assessment	
  
AlternaAves	
  (RaAng)	
  
Analysis
30	
  -­‐	
  38	
  
RECOMMENDATIONS
RECOMMENDATIONS
q Technology	
  rapidly	
  improving	
  
§  Nellix	
  needs	
  to	
  keep	
  up	
  with	
  the	
  Ames	
  	
  
§  ConnecAvity	
  will	
  be	
  facilitated	
  in	
  the	
  future	
  
q Future	
  Access	
  to	
  Content	
  	
  
§  Easier	
  and	
  cheaper	
  (on	
  the	
  business	
  and	
  client	
  side)	
  
q For	
  the	
  business	
  side	
  of	
  content	
  acquisiAon	
  
§  Ensure	
  your	
  technology	
  is	
  up	
  to	
  par	
  so	
  as	
  to	
  
reassure	
  content	
  providers	
  of	
  their	
  copyrighted	
  
safety	
  
Offer	
  Online	
  Video	
  Streaming	
  at	
  No	
  
Extra	
  Cost	
  to	
  ExisLng	
  Customers	
  
32	
  -­‐	
  38	
  
RECOMMENDATIONS
q CompeAtors	
  also	
  doing	
  this,	
  don’t	
  want	
  to	
  be	
  lep	
  
behind	
  
q DVD’s	
  becoming	
  obsolete	
  
q Use	
  strong	
  exisAng	
  customer	
  base	
  
and	
  internet	
  savvy	
  forward-­‐thinkers	
  
from	
  website	
  
Offer	
  Online	
  Video	
  Streaming	
  at	
  No	
  
Extra	
  Cost	
  to	
  ExisLng	
  Customers	
  
33	
  -­‐	
  38	
  
RECOMMENDATIONS
q Investment	
  in	
  technology	
  
q Appeal	
  and	
  promote	
  to	
  exisAng	
  
users	
  
q Offer	
  one	
  month	
  free	
  trial	
  for	
  VOD	
  	
  
q Maintain	
  industry	
  leading	
  
suggesAon	
  engine	
  
How	
  We	
  Recommend	
  
ImplemenLng	
  
34	
  -­‐	
  38	
  
RECOMMENDATIONS
Budget	
  Plan	
  
q Invest	
  money	
  in	
  service	
  
§  Online	
  service	
  &	
  mail-­‐order	
  speed	
  
q Technological	
  improvements	
  
§  Cloud-­‐based	
  opAons	
  
q ConAnue	
  working	
  with	
  media	
  outlets	
  
§  Improve	
  cost	
  per	
  watch	
  
§  Increase	
  library	
  
q RecommendaAon	
  engine	
  
§  Steer	
  viewers	
  towards	
  cheaper	
  programs	
  
35	
  -­‐	
  38	
  
Future
Future strategy
q Improve	
  smartphone	
  app	
  
	
  
q Technology	
  PenetraAon	
  
§  Package	
  with	
  TV’s,	
  Game	
  Consoles,	
  DVR’s	
  
	
  
q Original	
  Content	
  
§  Movies	
  
§  TV	
  Shows	
  
	
  
q Increase	
  internaAonal	
  presence	
  
	
  
q Different	
  pricing	
  policies	
  
	
  
q Invent	
  iPad	
   37	
  -­‐	
  38	
  
Questions?

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Netflix case study

  • 1. Case  Analysis   UC  Berkeley  Extension  –  Strategic  Marke7ng   Professor  Jim  Prost   •  Byron  Pi/am   •  Laura  DellaGuardia   •  Lisandra  Maioli   •  Ryan  Shi   •  Svetlana  Fedorova   July  17th,  2013  
  • 3. Company History q Founded  in  1997     q Offered  DVD  home  delivery  via  snail  mail   q Very  li>le  compeAAon  for  DVD  rentals,   indirect  compeAtors  sAll  ‘sold’  VHS   q Due  to  complaints  about  high  fees  and  slow   delivery,  in  1999  the  ‘no  late  fees  policy   was  launched’   q Leap  of  faith  during  dotcom  boom,   subscripAon  model  put  in  place:   §  Unlimited  rentals,   §  Keep  4  DVDs  at  home   q 2001  announced  intenAon  to  create  a  VOD   business   3  -­‐  38  
  • 4. Current Situation q $1  billion  business  and  almost  $64  million  in   cash  flow   q VOD,  pay-­‐per-­‐view,  and  streaming  are   gaining  in  popularity   q LimitaAons  in  computer  to  TV  connecAvity   and  in  access  to  content,  but  evolving   quickly  with  technology   q SubstanAal  Investments  in  Video-­‐on-­‐ Demand  (VOD):  2006,  $10  million,  2007  $40   million       (as  of  2007)     4  -­‐  38  
  • 5. Mission Statement No  mission  statement,  but  they  have  an  official   ‘vision’  of  Ne@lix’s  future:     q  Becoming  the  best  global  entertainment   distribuAon  service   q  Licensing  entertainment  content  around   the  world   q  CreaAng  markets  that  are  accessible  to   film  makers   q  Helping  content  creators  around  the   world  to  find  a  global  audience   q  Company  values  to  guide  employees’   everyday  decisions  :   §  Judgment   §  ProducAvity   §  CreaAvity   §  Intelligence   §  Honesty   §  CommunicaAon   §  Selflessness   §  Reliability   §  Passion   5  -­‐  38  
  • 8. q SubscripAon  Model     q Unique  RecommendaAon  System     q Large  DVD  SelecAon  for  Online  Rental     q Fast  Delivery  Times   Strengths 8  -­‐  38  
  • 9. Weaknesses q DifficulAes  providing  enough  copies  of  popular  new   releases  to  meet  demand   q SubscripAon  plan  does  not  appeal  to  less  frequent  movie   renters   q DVD’s  may  be  damaged  or  lost  in   transit   q Only  operaAng  in  the  DVD  segment   at  a  Ame  when  there  is  so  much   potenAal  in  VOD   9  -­‐  38  
  • 10. OPPORTUNITIES   q InternaAonal  Expansion   q VOD  Expansion   q Original  Content   q New  Product  Lines  such  as  video  games  or  educaAonal   materials   q Offer  alternaAve  SubscripAon  opAons  to  appeal  to  less   frequent  movie  renters     10  -­‐  38  
  • 11. THREATs   q   Blockbuster   q Other  VOD  CompeAtors  including:   §  Vongo       §  CinemaNow   §  MovieBeam   §  MovieLink   §  TradiAonal  cable/satellite  providers     q VOD  Content  Prices  and  Availability     §  Limited  VOD  Content  due  to  studios  concerned  about  piraAng  and   affecAng  DVD  sales   11  -­‐  38  
  • 13. Target customer q Males  and  Females  ages  17-­‐60;   q $30,000  and  up;   q Different  racial/ethnic  groups;   q Psychographics:     §  Busy  people;   §  Movie  lovers  and  frequent  renters;   §  “All  you  can  eat”;   §  Early  adopters  (DVD  players).     13  -­‐  38  
  • 15. Competitors (as  of  2007)     15  -­‐  38  
  • 18. q  VALUE   q  CONVENIENCE   q  SELECTION   POSITIONING 18  -­‐  38  
  • 20. PricING Pay  per   movie       ($4)  +  shipping   and  handling   charge  ($2)     with  late  fees   Prepaid   subscripLon   service     (4  movies  at  a   Ame  and  4   new  each   month)   Unlimited   rental       (3  movies  at  a   Ame,  unlimited   exchange)   20  -­‐  38  
  • 22. Promotion q Cross-­‐promoAonal  programs  with  the   manufacturers  and  sellers  of  DVD  players;   q Theater  Ackets;   q Commercial  and  radio  spots;   q Banners  and  popups;   q Nellix  affiliate  program  (free-­‐trial   promoAon);   q Word-­‐of-­‐the-­‐mouth.     22  -­‐  38  
  • 24. What  is  the     best  VOD  model  and   marke7ng  strategy   for  Ne?lix  all  while   keeping  the  company’s   posiGon  as  a  leader  in  the   home  video  market?       24  -­‐  38  
  • 26. Alternatives Offer  raAngs  and  recommendaAons   system  to  cable  companies     1 Offer  online  video  streaming  at  no  extra   cost  to  exisAng  customers  2 Create  a  standalone  online  video   business  3 26  -­‐  38  
  • 28. Critical Issues q  Technology     §  VOD  compeAAon     q  Content  acquisiAon  &  piraAng  concerns   q  User  acquisiAon  and  adopAon   q  Financial  Investmen   q  Employee’s  role  in  dealing  with  2   businesses     28  -­‐  38  
  • 30.     RelaLve   Weights   OpLon   1   OpLon   2   OpLon   3   Technological    Improvements     0.3   4   5   5   Emerging  CompeAtors   0.2   2   5   4   Content  AcquisiAon   0.2   3   5   4   User  AdopAon   0.15   1   5   4   Financial  PosiAon  /  Cost  Basis   0.15   1   4   4                       RelaAve  Weight  x   RaAng   1   2.5   4.85   4.3   Ne@lix  Summary  Assessment   AlternaAves  (RaAng)   Analysis 30  -­‐  38  
  • 32. RECOMMENDATIONS q Technology  rapidly  improving   §  Nellix  needs  to  keep  up  with  the  Ames     §  ConnecAvity  will  be  facilitated  in  the  future   q Future  Access  to  Content     §  Easier  and  cheaper  (on  the  business  and  client  side)   q For  the  business  side  of  content  acquisiAon   §  Ensure  your  technology  is  up  to  par  so  as  to   reassure  content  providers  of  their  copyrighted   safety   Offer  Online  Video  Streaming  at  No   Extra  Cost  to  ExisLng  Customers   32  -­‐  38  
  • 33. RECOMMENDATIONS q CompeAtors  also  doing  this,  don’t  want  to  be  lep   behind   q DVD’s  becoming  obsolete   q Use  strong  exisAng  customer  base   and  internet  savvy  forward-­‐thinkers   from  website   Offer  Online  Video  Streaming  at  No   Extra  Cost  to  ExisLng  Customers   33  -­‐  38  
  • 34. RECOMMENDATIONS q Investment  in  technology   q Appeal  and  promote  to  exisAng   users   q Offer  one  month  free  trial  for  VOD     q Maintain  industry  leading   suggesAon  engine   How  We  Recommend   ImplemenLng   34  -­‐  38  
  • 35. RECOMMENDATIONS Budget  Plan   q Invest  money  in  service   §  Online  service  &  mail-­‐order  speed   q Technological  improvements   §  Cloud-­‐based  opAons   q ConAnue  working  with  media  outlets   §  Improve  cost  per  watch   §  Increase  library   q RecommendaAon  engine   §  Steer  viewers  towards  cheaper  programs   35  -­‐  38  
  • 37. Future strategy q Improve  smartphone  app     q Technology  PenetraAon   §  Package  with  TV’s,  Game  Consoles,  DVR’s     q Original  Content   §  Movies   §  TV  Shows     q Increase  internaAonal  presence     q Different  pricing  policies     q Invent  iPad   37  -­‐  38