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seconds. Completion Status: 3 33 5 4 34 6 8 35 7 37 10 36 11 12 38 13 39 14 15 40 41 16 42 17 18 19 20 21 22 23 Case Study: Disruptive Innovation from Netflix 6 marks Fon Founded in 1997 by Reed Hastings and Mark Randolph. At that time, they were offering customers the opportunity to rent mov- ngs got the idea for Netflix only after he received a large late fee for a film he rented from his video store in California. Hasting- ey up $40. Later, on his way to the gym, he reflected on the gym's business model; you pay a set fee and work out as little or eers can rent a DVD for as long as they like and no late fees are ever charged. d's leading Internet television network, with more than 100 million members in over 190 countries. Source: Diabluses/Shu rough a number of changes since it began in 1997 as a DVD mail order service. The company has navigated the change fu ominant competitor during its inception, Blockbuster, has long since gone bankrupt. Today, Netflix is the world's leading rs in over 190 countries enjoying more than 125 million hours of TV shows and movies per day. This includes original ser scription to watch as much as they want, any time, anywhere, on nearly any Internet connected screen. Members can mitments. Netflix's way of doing business would succeed over Blockbuster's and its use of streaming technology become the do Jockbuster of a potentially disruptive technology? The truth is, something always exists which might point to a chang -n their eyes to perceive the change. the Same Market e more than a failing start-up. Far from making any money, the company was incurring increasing losses. The CE uster CEO, John Antioco as Blockbuster was the established competitor in the market. A year earlier, Netflix had rev to a subscription service, which worked better for consumers. Hastines' prononal e deal, Netflix would run the Rockhurton Competitors in the Same Market In 2000, Netflix was little more than a failing start-up. Far from making any money, t partnership with Blockbuster CEO, John Antioco as Blockbuster was the established com for each DVD they rented to a subscription service, which worked better for consume $50 million. As part of the deal, Netflix would run the Blockbuster brand online and online retailer, while Blockbuster had a bricks-and-mortar presence. Why not try t Hastings and his team were laughed out of the office. Within ten years Hastings woul- Back in 2000, Blockbuster was the dominant player within the video rental industry. had millions of customers, a massive marketing budget, and efficient operations. Vie the brand they had worked hard to build. The trouble with Blockbuster's business m profits were heavily dependent on the late fees it charges its customers. Netflix, in for its DVDs, this made late fees redundant. Once a customer paid their subscriptio could return their DVDs and cancel their subscription. Competing in Different Ways A major advantage of Blockbuster was that the customer could walk into a store comparison to Blockbuster. Also, the Netflix brand was not as developed as Block renting DVDs was overcome, it would reach a tipping point. This occurred as exist was to compete effectively with Netflix, it would have to change its business mod in the market?' Nevertheless Blackhuctor had 'Alook back at why Bloc 25 April 2016, Netflix's content chief said somet com, Ariel Shapiro, 'Netflix Stock Hits Record High, Is Now Worth M Questions 1. Use PEST analysis to identify the weak signals which 2. What are the main reasons for Netflix's continued grow 3. How sustainable is Netflix's subscription-based busin For the toolbar, press. ALT+F10 (PC) or ALT+FN+F10 (Mac). Arial B I Paragraph S 5 X2 X2 6 6 f E 26 27 25 24 23 22 21 20 19 18 15 16 17 14 12 13 42 Boobastereby tiled and why he didn't have to', Forbes, 5 September 2014 Nathan McAlone, 'Netflix's website in 1999 looke anting to be ongines that should make investors optimistic about the future', http://ukbusinessinsider.com, 23 April 2017, ht More Than Deney Forbes 16 April 2020 mich were starting to impact Blockbuster's rental business before it went bankrupt. 2 Mark growth and profitability? 2 Marks business model? 2 Marks 10pt A > IX * a T99 seconds. Completion Status: 3 33 5 4 34 6 8 35 7 37 10 36 11 12 38 13 39 14 15 40 41 16 42 17 18 19 20 21 22 23 Case Study: Disruptive Innovation from Netflix 6 marks Fon Founded in 1997 by Reed Hastings and Mark Randolph. At that time, they were offering customers the opportunity to rent mov- ngs got the idea for Netflix only after he received a large late fee for a film he rented from his video store in California. Hasting- ey up $40. Later, on his way to the gym, he reflected on the gym's business model; you pay a set fee and work out as little or eers can rent a DVD for as long as they like and no late fees are ever charged. d's leading Internet television network, with more than 100 million members in over 190 countries. Source: Diabluses/Shu rough a number of changes since it began in 1997 as a DVD mail order service. The company has navigated the change fu ominant competitor during its inception, Blockbuster, has long since gone bankrupt. Today, Netflix is the world's leading rs in over 190 countries enjoying more than 125 million hours of TV shows and movies per day. This includes original ser scription to watch as much as they want, any time, anywhere, on nearly any Internet connected screen. Members can mitments. Netflix's way of doing business would succeed over Blockbuster's and its use of streaming technology become the do Jockbuster of a potentially disruptive technology? The truth is, something always exists which might point to a chang -n their eyes to perceive the change. the Same Market e more than a failing start-up. Far from making any money, the company was incurring increasing losses. The CE uster CEO, John Antioco as Blockbuster was the established competitor in the market. A year earlier, Netflix had rev to a subscription service, which worked better for consumers. Hastines' prononal e deal, Netflix would run the Rockhurton Competitors in the Same Market In 2000, Netflix was little more than a failing start-up. Far from making any money, t partnership with Blockbuster CEO, John Antioco as Blockbuster was the established com for each DVD they rented to a subscription service, which worked better for consume $50 million. As part of the deal, Netflix would run the Blockbuster brand online and online retailer, while Blockbuster had a bricks-and-mortar presence. Why not try t Hastings and his team were laughed out of the office. Within ten years Hastings woul- Back in 2000, Blockbuster was the dominant player within the video rental industry. had millions of customers, a massive marketing budget, and efficient operations. Vie the brand they had worked hard to build. The trouble with Blockbuster's business m profits were heavily dependent on the late fees it charges its customers. Netflix, in for its DVDs, this made late fees redundant. Once a customer paid their subscriptio could return their DVDs and cancel their subscription. Competing in Different Ways A major advantage of Blockbuster was that the customer could walk into a store comparison to Blockbuster. Also, the Netflix brand was not as developed as Block renting DVDs was overcome, it would reach a tipping point. This occurred as exist was to compete effectively with Netflix, it would have to change its business mod in the market?' Nevertheless Blackhuctor had 'Alook back at why Bloc 25 April 2016, Netflix's content chief said somet com, Ariel Shapiro, 'Netflix Stock Hits Record High, Is Now Worth M Questions 1. Use PEST analysis to identify the weak signals which 2. What are the main reasons for Netflix's continued grow 3. How sustainable is Netflix's subscription-based busin For the toolbar, press. ALT+F10 (PC) or ALT+FN+F10 (Mac). Arial B I Paragraph S 5 X2 X2 6 6 f E 26 27 25 24 23 22 21 20 19 18 15 16 17 14 12 13 42 Boobastereby tiled and why he didn't have to', Forbes, 5 September 2014 Nathan McAlone, 'Netflix's website in 1999 looke anting to be ongines that should make investors optimistic about the future', http://ukbusinessinsider.com, 23 April 2017, ht More Than Deney Forbes 16 April 2020 mich were starting to impact Blockbuster's rental business before it went bankrupt. 2 Mark growth and profitability? 2 Marks business model? 2 Marks 10pt A > IX * a T99