Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Case Study Netflix

25 432 vues

Publié le

  • Real Ways To Make Money, Most online opportunities are nothing but total scams! ★★★ http://ishbv.com/ezpayjobs/pdf
       Répondre 
    Voulez-vous vraiment ?  Oui  Non
    Votre message apparaîtra ici
  • Legitimate jobs paying $40/h Tap into the booming online job, industry and start working now! ■■■ https://tinyurl.com/y4urott2
       Répondre 
    Voulez-vous vraiment ?  Oui  Non
    Votre message apparaîtra ici

Case Study Netflix

  1. 1. Case Study: Netflix Netflix is a company known for their ability to allow people to stream shows and videos on almost any device for a low monthly subscription. Like most companies Netflix has also experienced it share of ups and downs with their customers. Currently, “Netflix is the world’s leading Internet television network with over 50 million members in nearly 50 countries enjoying more than two billion hours of TV shows and movies per month, including original series. For one low monthly price, Netflix members can watch as much as they want, anytime, anywhere, on nearly any Internet-connected screen. Members can play, pause and resume watching, all without commercials or commitments” (Netflix.com: Company Profile, 2015). To understand how Netflix got to where they are now it is important to know about the companies background what issues they have been able to overcome. “Reed Hastings co-founded Netflix in 1997” (Netflix.com: Officers & Directors, 2015). The idea behind Netflix was to offer online movie rentals without late fees. By 1999 Netflix launched its subscription service with their DVD-by-mail service (Netflix.com: Company Overview, 2015) this service allowed customers to rent DVDs based on the Netflix library based on their monthly subscription and within the terms of the subscription agreement. “Netflix has been using the CineMatch system, introduced by Netflix in February 2000, to make recommendations” (MIT Technology Review, 2009). How Netflix uses CineMatch is that “CineMatch develops a map of user ratings and steers you toward titles preferred by people with tastes that are most like yours” (Gallaugher, 2009, p. 6). In 2002, “Netflix makes its initial public offering (IPO) on NASDAQ under the ticker NFLX with 600,000 members in the US” (Netflix.com: Company Overview, 2015). By 2006 Netflix launched its Netflix Prize challenge stating that one individual or group that could improve CineMatch’s ratings accuracy by 10% would receive a $1 million prize this lead to a lot of publicity for Netflix (Gallaugher, 2009, p. 8). With broadband Internet connections reaching more and
  2. 2. more households, Videos on demand through the Internet has becoming a viable media for movie distribution thus displacing video disc mailing (Zhu, 2001, p. 274). Because of this Netflix changed their business model to where subscribers could now stream movies. The goal with offering the streaming option was to try to get their subscribers to switch to streaming, “the online streaming push also helps the company reduce its postage bill for mailing DVDs” (The Associated Press, 2010). In 2007 “Netflix introduces streaming, which allows members to instantly watch television shows and movies on their personal computers” (Netflix.com: Company Overview, 2015). Netflix Value Chain Inbound logistics is used by gaining licensing of popular TV/movie titles Operations included building and managing their website and working to improve the streaming platform. Outbound logistics is used by making sure servers and their website functions properly. Marketing and Sales are done though the online and Television advertisements. Netflix also offers a one month free trial. Service includes maintaining customer relationships by providing top rate titles and website functionality (speed, usability, customer service). While Netflix got a good start in entering the streaming market they were still faced with how they were going to get their content to the Television set and other devices that consumers used. “Apple has its own hardware solutions in Apple TV, the cable companies delivered OnDemand though their set- top boxes, and now Amazon has Tivo. The Netflix solution was to think beyond one hardware partner and recruit many” (Gallaugher, 2009, p. 13). By 2008 Netflix has partnered with consumer electronic companies to incorporate Netflix on their devices “while the first generation Roku device has received positive reviews, Netflix hopes access to its service will eventually be built into all sorts of devices, including DVD players, televisions, and game consoles” ” (Gallaugher, 2009, p. 14). By 2009 Netflix had
  3. 3. reached over 10 million subscribers and now offered over 100,000 titles on DVD (Breakingnews.com, 2015). “In Mid-June 2011, Netflix announced a new price plan that effectively raised the monthly subscription price by 60 percent for customers who were paying $9.99 per month for the ability to (1) receive an unlimited number of DVDs each month (delivered and returned by mail with one title out at a time), and (2) watch an unlimited number of movies and TV episodes streamed over the Internet” (Thompson, 2012, p. C-127). Not only would the subscription plan price go up but there would be a separation of the streaming service and the DVD-by-mail service. Customers responded to this price change and separation of subscriptions in a negative way. Netflix CEO Hastings decided to continue the streaming process though the name Netflix, Inc. and to move the DVD-by-mail services to the website Qwikster.com (Thompson, 2012, p. C-128). This caused even bigger upset with customers and Netflix’s stock prices took several hits. Hastings quickly abandoned the idea of changing the DVD-by-mail service to Qwikster.com stating that “it is clear that for many of our members two websites would make things more difficult. So we are going to keep Netflix as one place to go to for streaming and DVDs” (Thompson, 2012, p. C-129). Slowly Netflix was trying to rebound from their mistake and make things right with their customers. By 2012 Netflix has been able to successfully expand internationally starting in Canada in 2010, then moving into Latin America and the Caribbean. Also in 2012, “more than 700 different devices were capable of streaming content from Netflix” (Thompson, 2012, p. C-132). While Netflix had become the leader in Internet streaming rivals soon appears after seeing the opportunities that streaming content provided. “Netflix’s two most important subscription-based instant streaming rivals included: Hulu Plus and Amazon Prime Instant Video” (Thompson, 2012, p. C-135). This breakdown of what the competition is offering and for what price shows us that the cost for a Netflix subscription is very close to what the competition is offering. The main differences are in what content the different subscriptions give to
  4. 4. consumers based on the different networks that each one is associated with and the different original content that each one provides. Competitors Price Service Amazon Prime Instant Video $99/year or $8.25/month Their Prime member ship includes: = free two-day shipping, access to Prime music and Prime Instant video. Their Instant video service offers original content, personalized recommendations via recommendation algorithms, and is associated with networks. Hulu Plus $7.99/month Offers current content and past shows, on multiple devices and with fewer commercials. Netflix Strategy Netflix has developed a strategy which has made them the leader in online subscription services for streaming entertainment. Their strategy includes:  Providing customers with a wide selection of TV and movies to titles to choose from  “Acquiring new content by building and maintaining mutually beneficial relationships with entertainment video providers” (Thompson, 2012, p. C-140).  Provide easy to use technology for customers to order and identify what it is they wish to view.  Providing options for subscribers to choose between streaming and DVD-by-mail services.  “Spending aggressively on marketing to attract subscribers and build widespread awareness of the Netflix brand and service” (Thompson, 2012, p. C-140).
  5. 5.  Promote “rapid transition of U.S. subscribers to streaming delivery rather than mail delivery” (Thompson, 2012, p. C-140).  “Expand internationally” (Thompson, 2012, p. C-140). Netflix has chosen to outdo rivals on the basis of differentiation by offering a wider product selection and value in their added services. “Netflix and analysts say the streaming service has heaps of customer data that help it offer the right programming and a better user experience” (Martin, 2012). They also utilize technological superiority by continuing to enter each new technology market as they are made available to consumers. “Mindful of the market for kids consuming media on iPads, Netflix this month unleashed movies and TV programs that target children 12 and under viewing video on the popular tablet” (Martin, 2012). Since the beginning, Netflix had a focus on gaining and making new content available to subscribers. “Over the years, Netflix has spent considerable time and energy establishing strong ties with various entertainment video providers and leveraging these ties to both expand its contents library and gain access to new releases as early as possible-the time frame that Netflix gained access to films after their theatrical releases was an important item of negotiation for Netflix. Also…Netflix has successfully negotiated exclusive rights to show a number of titles produced by several studios” (Thompson, 2012, p. C-141). The software technology that Netflix has developed was a large part of the strategy. This software has made it easy for a subscriber to preview movies based on category, ratings, and various other filters. It also allowed for a subscriber to rate the titles that they had previously viewed and receive recommendations based on the titles they previously rated highly. This service continues to be highly successful with a good portion of titles being viewed coming from the recommendations provided. By giving subscribers a choice between the DVD-by-mail and streaming services this helped to sustain those subscribers who may not have high-speed Internet in their areas or who simply like receiving the DVDs
  6. 6. in the mail. With a large percentage of consumers having the capacity for streaming the strategy to get as many subscribers as possible to switch to the streaming-only services helps in reducing costs associated with postage incurred when mailing costing is included in the to and from with customers. The company keeps an aggressive marketing and advertising strategy by offering free one month trials to their services to all new customers. The main strategy Netflix’s has used to increase profits as been through international expansion. Not all foreign markets have such strong capabilities for streaming. In Latin America, Netflix ran into multiple issues with a lack of Internet, lack of capable devices that can be used to watch Netflix, few Internet connections, and not all households used credit cards as often in online commerce” (Thompson, 2012, p. C-146). However, the company continues to move into new segments, diversify geographically and has had considerable success in many areas. “Given the strong response to the launch of the company’s services in the UK, the company planned to enter another European market in Q4 of 2012” (Thompson, 2012, p. C-147). Five Forces Model The Porter’s Five Forces Model for Netflix and the movie rental industry is important. The rivalry among established companies that Netflix faces is with Amazon Prime Instant Video, Hulu Plus and Redbox. This makes the competition intense since there are several companies all competing with new companies joining in all the time.
  7. 7. There are also many methods for consumers to obtain a movie which also increases rivalry among companies. Consumers have four options to choose from: in-store rental, online selection and mail delivery or online DVDs-by-mail service, Kiosk rental, or streaming via Video on Demand. Comparable products can be found at many different locations and costs to consumers are low in switching among these options. Netflix has a large level of capital and has been able to achieved economies of scale which sets them apart from the competition. “Firms enjoy scale economies when they are able to leverage the cost of an investment across increasing units of production. The firm with better scale economies is in a position to lower prices, spend more on customer acquisition, new features, or other efforts. Smaller rivals have an uphill fight, while established firms that try to challenge Netflix with a copycat effort are in a position where they’re straddling markets, unable to gain full efficiencies from their efforts” (Gallaugher, 2008, p. 10). The threat of new potential entrants is moderately low. This is largely due to very high cost or capital requirements resulting from obtaining the product needed. The branding and image of the largest firms in the industry also causes difficulty in entering this market. The key players in the industry include Red Box, Hulu Plus and Amazon Instant Video. A new company attempting to enter would have to spend a lot of money on marketing and advertising to try to gain a competitive edge over these key players in the industry.
  8. 8. The threat of substitute products is high in this industry and costs must be kept low in order to be competitive. Substitute products to the movie rental industry are wide in number and include physically attending a movie, watching television, surfing the web, download movie content illegally, or even playing a video game. Technology has tremendously aided to increase this threat of substitute products now that more consumers are able to research for the best available deal. The bargaining power of new buyers is high. Highly price sensitive customers have a lot of power since there is little to no switching costs and customers have a large amount of options. Because of this companies have to be aware of this price sensitivity and a possible lack of brand loyalty. The bargaining power of suppliers is moderately high. Normally suppliers are able to impose a price increase on their products or reduce the quality of products supplied which may decrease a company’s overall profitability (Andriotis, 2004, p.132). This proves to be true in the movie rental industry as their suppliers are the studios who make the movies. In 2013, Netflix was forced to remove Nickelodeon and MTV television shows from their selection due to an expired contract with Viacom (Lieberman, 2013). Recently Netflix has “decided not to renew a deal with distributor Epix” (Lee, 2015). Netflix has also tried to lessen the power of suppliers be adding all original content such as their popular series titled “The House of Cards” (Cohan, 2013). Large companies in the industry such as Netflix are able to produce leverage due to the large volume of product they demand. Key Success Factors for Netflix Technology is the largest factor today affecting company’s abilities to prosper in the marketplace. “Digital technologies and, especially, the Internet are profoundly reshaping the motion picture industry. Video-on-demand heightens the trend toward digitization and disintermediation” (Zhu, 2001, p. 273). It has large impacts on strategy elements, product attributes, resources, competencies, competitive capabilities, and marketing achievements that spell out the difference between being a strong competitor and a weak competitor. Technological advancements and reduction in Netflix infrastructure resources has
  9. 9. helped them to lower operating costs however they are required to have great content quality within its services in order to keep subscribers happy. With their innovative strategies, Netflix has been able to handle the competition. “Technological innovation is in many industries [and is] the most important driver of competitive advantages [for companies]” (Rothaermel, 2008, p. 222). These technological factors can increase competitive intensity and can lead to a lower profit margin, causing the industry to move towards mass customer distribution so that profits can be made with large volume subscriptions. Netflix’s success is in “its extensive exclusive content [which] is paramount and represents one of the key metrics… [that] influences revenues” (Rauta, 2014). Netflix has also done a great job in creating a “database that…can satisfy everybody’s tastes when it comes about movies and TV series” (Rauta, 2014). While Netflix has a strong mail delivery position the future of content delivery is through streaming. According to Netflix long-term view, “Over the coming decades and across the world, Internet TV will replace linear TV. Apps will replace channels, remote controls will disappear, and screens will proliferate. As Internet TV grows from millions to billions, Netflix, HBO, and ESPN are leading the way” (Netflix, Inc.: Netflix’s View, 2015).While Internet TV is only a very small percent of video viewing today, Hastings thinks it will grow every year because The Internet will get faster, more reliable and more available. Marketing related success factors lead to developing a company’s strategy. These include proving better customer service, customer guarantees, user friendly websites, and clever advertising. “By the convenient and easy-to-use online platform they put at their customers disposal, Netflix creates an automated-services type of relation. Hence, the company needs to focus on continuous service improvements that will enhance subscribers’ satisfaction and retention rate” (Rauta, 2014). Netflix has already made progress in their business model by going beyond the traditional ad- supported content and subscription service and including their reach to the international market. “The
  10. 10. average American watches more than five hours of live television every day” (Hinckley, 2014).With online streaming the opportunity to revolutionize the way product accompanying content is delivered and introduced to viewers is changing. “The opportunities are boundless when one thinks of how awesome an experience it would be if we can realize the full potential of combining streaming video and e-commerce – a next-generation Home Shopping Network layered on top of any content” (Gao, 2012). SWOT Analysis STRENGTHS First Mover Advantage: Netflix was able to be set apart as an industry leader in streaming entertainment services. “Upon launch Netflix benefitted greatly from a first mover advantage in both DVD by mail and streaming movie delivery, essentially inventing both markets. Adding to this was the fact that the content providers were
  11. 11. not yet sure what they had with streaming video, and seemingly took an experimental approach to this new distribution channel” (Culp, et al., 2012, p. 10). Optimize Content Suggestion: By optimizing the system for making recommendations to the consumer, Netflix has grown their library viewership up to 85% of the titles per quarter. This increase in title rental provides greater value of their library and could be perceived as a value added benefit by the consumer, giving the company a competitive advantage (Thompson, 2012, p. C-143). Revenue Sharing Agreement: Netflix made agreements with certain content providers that allowed them to participate in profit sharing or for Netflix to pay-per-usage for content. “Netflix has …crafting a business model that creates close ties with film studios. Studios love Netflix because they earn a percentage of the subscription revenue for every disk sent out to a Netflix customer. In exchange, Netflix gets to buy the studio’s DVDs at cost. Netflix is able to find an audience for a film without the studios spending a dime on additional marketing. It’s a win-win for both ends of the supply chain. These supplier partnerships grant Netflix a sort of soft bargaining power (Gallaugher, 2008, p.5). This allowed Netflix to keep a lower overhead on content, providing more financial stability and flexibility. Netflix-Ready Devices: “The company has been living up to its name by building a subscription-based streaming video service and partnering with a wide range of device manufacturers to get Netflix clients built in to their devices.” Many device manufactures will even include a Netflix buttons on their device remotes that will automatically launch the Netflix app (Duncan, 2011). The added benefit in this is that Netflix current subscribers will no longer have to search for their Netflix icon to access it and non-subscribers will now
  12. 12. be aware of their product. By having a Netflix button on devices it not only shows trust among other companies but strengths the brands loyalty among users of their services. WEAKNESSES Bargaining Power of Suppliers: Since most popular films that consumers would consider valuable are produced by only a handful of larger studios, among large suppliers there is little competition. This lack of competition prevents competitive pricing and increases the supplier’s control of licensing agreements and associated costs. There is also uncertainty in content cost because suppliers can extort millions in contract re-negotiations and extensions based on what their future predictions are based on market trends. “For example, back in 2008, Netflix convinced Starz to make a deal for $30 million a year. When it came back to the table in 2011, $300 million wasn't enough for the network” (Greenfield, 2013). An increase in cost this huge could have serious effects to overhead and the company’s bottom line. Management Missteps: Poor public relations and communications with consumers caused concerns over the price and company’s plans for restructuring carried a negative sentiment with consumers. Not only did Netflix loose customers from this situation but they also experience several declines in their stock values which demonstrated a lack of faith in the management decisions and overall loss of some of Netflix customer base. “Even though the management’s missteps were the primary reason behind the decline in Netflix’s stock price, there is no denying that this was also the period when the competitive threat strengthened in the U.S. The competitors utilized this window of opportunity to bolster their advances and several new competitors with deep pockets emerged” (Trefis Team, 2012). Content Storage and Delivery:
  13. 13. Netflix uses Amazon AWS cloud computing services to store content and stream content to customers. With Amazon entering the Pay‐Per-View and Streaming Video market, the growing competition between Netflix and Amazon could create a conflict of interest concerning a core function of their business (Harris, 2013). OPPORTUNITIES Increasing Infrastructure Capacity: “ISPs like Time Warner repeatedly try to switch to capped bandwidth plans, despite widespread customer opposition to what is basically price gouging” (Auerbach, 2015). With the Global Internet traffic expected to increase by 3 times over the next 5 years, increasing ISP’s capacity is vital for supporting the customer demand for Internet services such as streaming video content. “Virtually every city in the home broadband “Speed Leaders” ranking has seen an annual increase in its top speed offering since 2012. However, those speed increases have not resulted in dramatic shifts in the ranking of U.S. offerings compared to those in other countries. Most Asian and European cities provide broadband service in the 25 to 50 megabits per second (Mbps) speed range at a better value on average than North American cities with a few key exceptions” (Kehl, et al., 2014).
  14. 14. (Garber, 2012) Opportunity for International Growth: While the United States is the primary geographic market segment for Netflix in terms of mobile broadband it ranks in at “18th, with a download speed of 11.68 Mbps. (Sag, 2014). With high-speed Internet access readily available in many countries, international expansion is an attractive strategy for streaming content providers. Growth of Independent Studios: With the growth of independent film studios, streaming content providers such as Netflix can deal directly with the smaller studio to make exclusive content. With its spot-on statistical analysis and built-in audience, would be in an incredibly unique position to become not only a leading distributor of independent films, but also a notable funder of these films” (Hardy, 2013). THREATS Rising Competition:
  15. 15. “Netflix, Inc. (NASDAQ:NFLX) is facing increasing competition from players like Time Warner’s HBO NOW and Hulu, but UBS AG (NYSE:UBS) believes the U.S. streaming firm will continue to expand globally” (Jain, 2015). With the increase in demand for online streaming content Netflix will have to work hard to keep above the competition. Increase in Internet Fraud: With online fraud on the rise, some customers may be reluctant to provide their sensitive payment and personal information on content provider websites. “U.S. citizens reported losing more than $550 million in 2009 in Internet fraud, falling prey to a variety of increasingly sophisticated scams, according to a report by the Internet Crime Complaint Center” (Los Angeles Times, 2010). These fraud cases have even hit Netflix, a particularly clever phishing scam targeted Netflix users by encouraging them to contact the scammers who were posing as customer service representatives (Casti, 2014). Recommendations I recommend that that Netflix start partnering with several multi-channel television providers to offer its streaming content alongside well- known premium channels such as HBO and Showtime. By doing this Netflix will be able to grow its subscriber base and help offset its costs. Such a move could also help strengthen and broaden Netflix subscriber base, by providing additional communication channel to customers. Broad-based media (TV and Radio) is important as well because this is the field where Netflix can find potential customers the company [could use to] suits their needs [for digital video content] at an affordable price. “Regarding strategic partnerships, they have their specific importance which should not be underestimated and have to be looked at as a long term strategic plan” (Rauta, 2014). The other recommendation I have is for Netflix to keep going strong with their International Expansion Plans while still giving their U.S. views great content. Netflix stands to gain the competitive advantage in the international arena with its expansion plans. This advantage comes from Netflix size, economies of scale, and early mover benefits in many international markets. The benefits from a
  16. 16. successful international expansion outweigh the risks; however “Netflix has to create an international library that would have enough content to be appealing in each country. As streaming content needs to licensed separately for each market, Netflix faces difficulty in providing foreign subscribers access to comparable content available to U.S. subscribers” (Warren, 2011). With these issues to consider Netflix must diligently manage its efforts and control its costs in their international plans. Netflix Where Are They Now? While the mistakes that Netflix has made hurt them they have been able to rebound back. By 2013 Netflix “stock more than tripled, it has won three Emmy awards, and its U.S. subscriber base grew to nearly 29 million” (McCord, 2014, p. 71). Netflix has been slow to grow its subscription base back but with a lot of work they have been able to see growth in the international market. “Netflix Inc. said its Internet TV service grew to 65.6 million subscribers…thanks to popular original shows such as “Daredevil” and “Orange Is the New Black. The strongest growth was in international markets, where subscribers jumped 2.37 million to 23.3 million” (BloombergBusiness.com, 2015).
  17. 17. References Androtis, K. (2004). Revising Porter’s Five Forces Model for Application in the Travel and Tourism Industry. Tourism Today, 4(1), 131-145. Retrieved from https://www.academia.edu/212966/Andriotis_K._2004_._Revising_Porter_s_Five_Forces_Model _for_Application_in_the_Travel_and_Tourism_Industry._Tourism_Today_4_1_131-145 Auerbach, D. (2015). Yes, Your Internet Is Getting Slower. Slate. Retrieved from http://www.slate.com/articles/technology/technology/2014/05/network_neutrality_dinosaurs_like _time_warner_and_at_t_have_nothing_to_worry.html BloomsburgBusiness.com. (2015, July 15). Netflix Soars to 65.6 Million Subscribers as New Shows Shine. Retrieved from http://www.bloomberg.com/news/articles/2015-07-15/netflix-global-audience-soars-as-new- markets-shows-draw-viewers Breakingnews.com. (2015). Netflix. Retrieved from http://www.breakingnews.com/topic/netflix/ Casti, T. (2014, April 17). Scammers Are Targeting Netflix Users Again, Preying On The Most Trusting Among Us. HuffingtonPost. Retrieved from http://www.huffingtonpost.com/2014/04/17/netflix-comcast-phishing-_n_5161680.html Cohan, p. (2013, April, 23). How Netflix Reinvented Itself. Retrieve from http://www.forbes.com/sites/petercohan/2013/04/23/how-netflix-reinvented-itself/ Culp, C., Freidman, M., Lincoln, G., Reeve, Q., & Zepernick, M. (2012, Sept. 17). Netflix: Past, Present, and Future Innovation. Macquarie Equity Research Report. Retrieved from http://faculty.tuck.dartmouth.edu/images/uploads/faculty/ron-adner/11EIS_Main_Project_- _Netflix_Paper.pdf Duncan, G. (2011, Jan. 4). Netflix Buttons Coming to Remote Controls. Digital Trends. Retrieved from
  18. 18. http://www.digitaltrends.com/ces/netflix-buttons-coming-to-remote-controls/ Gallaugher, J. M. Ph.D. (2008, Sept. 13). Netflix Case study: David Becomes Goliath.Gallaugher.com Case, 1-16. Retrieved from http://www.gallaugher.com/Netflix%20Case.pdf Gao, K. (2012, Dec. 16). The Future of Streaming Video: Four Predictions for 2013. Retrieved from https://gigaom.com/2012/12/16/the-future-of-streaming-video-four-predictions-for-2013/ Garber, M. (2012, May 30). The Future Growth of the Internet, in One Chart (and One Graph). The Atlantic. Retrieved from http://www.theatlantic.com/technology/archive/2012/05/the-future-growth-of-the-internet-in-one- chart-and-one-graph/257811/ Greenfield, R. (2013, Feb. 1). The Economics of Netflix's $100 Million New Show. The Wire. Retrieved from http://www.thewire.com/technology/2013/02/economics-netflixs-100-million-new-show/61692/ Hardy, R. (2013, Oct. 30). Netflix Expanding into Original Movies? Here’s How It Could Affect Independent Filmmakers. Retrieved from http://nofilmschool.com/2013/10/netflix-expanding-original-movies-independent-filmmakers Harris, D. (2013, Dec. 2). Netflix is Balancing Its Streaming Traffic across Amazon’s Cloud – Tech News and Analysis. Gigaom. Retrieved from https://gigaom.com/2013/12/02/netflix-is-balancing-its-streaming-traffic-across-amazons-cloud/
  19. 19. Hinckley, D. (2014, March 5). Average American watches 5 hours of TV per day, report shows. NEW YORK DAILY NEWS. Retrieved from http://www.nydailynews.com/life-style/average-american-watches-5-hours-tv-day-article- 1.1711954 Jain, A. (2015, June 12). Netflix, Inc. Growth To Continue Despite Rising Competition: UBS. ValueWalk. Retrieved from http://www.valuewalk.com/2015/06/netflix-growing-despite-competition/ Kehl, D., Russo, N., Morgus, R., & Morris, S. (2014, Oct. 30). The Cost of Connectivity 2014 Data and analysis on broadband offerings in 24 cities across the world. Retrieved from https://www.newamerica.org/oti/the-cost-of-connectivity-2014/ Lee, D. (2015, Sept.). Netflix takes gamble with Epix film cull in US. BBC News. Retrieved from http://www.bbc.com/news/technology-34110968 Lieberman, D. (2013, April 22). Netflix Says it Will Let Viacom Deal Expire. Retrieved from http://deadline.com/2013/04/netflix-viacom-networks-deal-expire-481200/ Los Angeles Times. (2010, March 15). Cost of Internet fraud on steep rise. The Washington Post. Retrieved from http://www.washingtonpost.com/wp-dyn/content/article/2010/03/14/AR2010031403246.html Martin, S. (2012, Oct. 12). Netflix rivalry with Amazon heats up. USA Today. Retrieved from http://www.usatoday.com/story/tech/2012/10/11/amazon-netflix/1621579/ McCord, P. (2014). How Netflix Reinvented HR. (cover story). Harvard Business Review, 92(1/2), 70-76. Retrieved from
  20. 20. http://web.b.ebscohost.com.ezproxy.nu.edu/ehost/command/detail?vid=4&sid=127f7f0e-ac16- 4349-a1bc-a7545286a4be%40sessionmgr113&hid=125&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ %3d%3d#AN=93302820&db=buh Netflix Inc. (2015). Company Overview. Retrieved from https://pr.netflix.com/WebClient/loginPageSalesNetWorksAction.do?contentGroupId=10477 Netflix Inc. (2015). Netflix’s View: Internet TV is replacing linear TV. Retrieved from http://ir.netflix.com/long-term-view.cfm Netflix Inc. (2015). Overview: Company Profile. Retrieved from http://ir.netflix.com/ Netflix Inc. (2015). Officers & Directors. Retrieved from http://ir.netflix.com/management.cfm Rauta, A. (2014). The Netflix Saga, Part 1: Understanding the Business Model. Investazor.com. Retrieved from http://investazor.com/2013/11/15/netflix-saga-part-1-understanding-business-model/ Rothaermel, F.T. (2008). COMPETITIVE ADVANTAGE IN TECHNOLOGY INTENSIVE INDUSTRIES. Technological Innovation: Generating Economic Results Advances in the Study of Entrepreneurship, Innovation and Economic Growth, 18, 201-225. Retrieved from https://www.scheller.gatech.edu/directory/faculty/rothaermel/pubs/RothaermelCompetitiveAdvan tageFinal.pdf Sag, A. (2014, Feb. 11). Ookla's Global Net Index Ranks Real Internet Speeds Globally. Retrieved from http://www.vrworld.com/2014/02/11/ooklas-global-net-index-ranks-real-internet-speeds-globally/ Technology Review. (2009, Dec. 21). Netflix. Retrieved from
  21. 21. http://www.technologyreview.com/article/416843/netflix/ Thompson, A. A. (2012). Netflix in 2012: Can It Recover from Its Strategy Missteps?. In Thompson, et al. (19th ed.). Crafting & Executing Strategy (p. C127-C147). New York, NY: McGraw-Hill Irwin. Trefis. (2012, Oct. 16). The U.S. Netflix Story: Evolving Competition Threatens Growth. (n.d.). Retrieved from http://www.trefis.com/stock/nflx/articles/146469/the-u-s-netflix-story-evolving-competition- threatens-growth/2012-10-16 Warren, C. (2011, July 15). Netflix Heading to Europe in 2012 [Report]. Mashable. Retrieved from http://mashable.com/2011/07/15/netflix-europe-2012-report/#OiM7gsnlnsqT Zhu, K. (2001). Internet-based Distribution of Digital Videos: The Economic Impacts of Digitization on the Motion Picture Industry. Electronic Markets, 11(4), 273-280. Retrieved from http://www.citi.columbia.edu/B8210/read2/Zhu.pdf

×