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◆ 競争戦略論

Netflix in 2011



著者:Shih, Willy;Kaufman, Stephen P.

価格(税込)¥1,342
サイズA4
ページ数21 ページ
発行年月2014年 8月
Product No.615007
言語英語
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商品の説明

Reed Hastings founded Netflix to provide a home movie service that would do a better job satisfying customers than the traditional retail rental model. But as it encountered challenges it underwent several major strategy shifts, ultimately developing a business model and an operational strategy that were highly disruptive to retail video rental chains. The combination of a large national inventory, a recommendation system that drove viewership across a broad catalog, and a large customer base made Netflix a force to be reckoned with, especially as a distribution channel for lower-profile and independent films. Blockbuster, the nation's largest retail video rental firm, was initially slow to respond, but ultimately rolled out a hybrid retail/online response in the form of Blockbuster Online. Aggressive pricing pulled in subscribers, but at a price to both it and Netflix. But a new challenge was on the horizon - the rapid growth of the company's online streaming service, which had a very different business model. Hastings' efforts to separate the activity into two separate companies met with strong pushback from consumers and the press. What was the best path forward?

その他の情報

種別Case (Library)
業種Disruptive innovation;Innovation;Innovation focused strategy;Business models;Operations management;;
発行元Harvard Business School
補足

キーワード

Disruptive innovation;Innovation;Innovation focused strategy;Business models;Operations management;;;Television;;;Corporate strategy;Strategy;Competitive strategy;Competitive advantage;Expansion;Technology;Technology adoption lifecycle

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