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Information Systems: A Manager ’ s Guide to Harnessing Technology By John Gallaugher. 4- 1.

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Information Systems: A Manager’s Guide to Harnessing TechnologyBy John Gallaugher

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This work is licensed under theCreative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License.To view a copy of this license,visit http://creativecommons.org/licenses/by-nc-sa/3.0/or send a letter toCreative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA

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Chapter 4Netflix in Two Acts: The Making of an E-commerce Giant and the Uncertain Future of Atoms to Bits

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Learning Objectives

  • Understand the basics of the two services operating under the Netflix business model

  • Recognize the downside the firm may have experienced from an early IPO

  • Appreciate why other firms found Netflix’s market attractive, and why many analysts incorrectly suspected Netflix was doomed

  • Understand the factors that led to customer exodus and stock market collapse, and identify mistakes Netflix made in rebranding the firm and splitting its offerings

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Learning Objectives

  • Understand how many firms have confused brand and advertising, why branding is particularly important for online firms, and the factors behind Netflix’s exceptional brand strength

  • Understand the long tail concept, and how it relates to Netflix’s ability to offer the customer a huge (the industry’s largest) selection of movies

  • Know what collaborative filtering is, how Netflix uses collaborative filtering software to match movie titles with the customer’s taste, and in what ways this software helps Netflix garner a sustainable competitive advantage

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Learning Objectives

  • List and discuss the several technologies Netflix uses in its operations to reduce costs and deliver customer satisfaction and enhance brand value

  • Understand the role that scale economies play in Netflix’s strategies, and how these scale economies pose an entry barrier to potential competitors

  • Understand the role that market entry timing has played in the firm’s success

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Learning Objectives

  • Understand the shift from atoms to bits, and how this is impacting a wide range of industries

  • Recognize the various key issues holding back streaming video models

  • Know the methods that Netflix is using to attempt to counteract these challenges

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Introduction

  • When Netflix went public, financial disclosure rules forced the firm to reveal how profitable it was

  • Rivals such as Blockbuster and Wal-Mart showed up

  • Competitors underestimated Netflix because:

    • It was an Internet pure play without a storefront

    • Its overall customer base was microscopic in comparison

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Introduction

  • Netflix survived big competitors, a price war, and spending on the rise

  • Factors leading to customer exodus and stock market collapse:

    • Netflix split it’s base service charge of $10 into two $8 plans for DVD-by-mail and Internet streaming

      • This caused a 60 percent price hike for customers who wanted to continue with both services

    • Netflix announced its plans to offer the two distinct services in two separate websites

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Introduction

  • Netflix lost over 800,000 customers, its stock tumbled from $304 a share to below $75

  • Whether Netflix makes a successful transition from DVD-by-mail business to Internet streaming remains to be seen

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Why Study Netflix?

  • It gives us a chance to examine how technology helps firms craft and reinforce a competitive advantage

  • It illustrates how a highly successful firm can still be challenged by technical shifts

  • It gives us an opportunity to examine issues that include digital goods, licensing, platform competition, and supplier power

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How Netflix Works: A Model in Transition

  • Netflix settled on a DVD-by-mail service model

    • It charges a flat-rate monthly subscription

    • Customers don’t pay mailing expenses and late fees

  • Videos arrive in Mylar envelopes containing:

    • Prepaid postage

    • Return address

  • After watching the video, consumers:

    • Slip the DVD back into the envelope

    • Drop the disc in the mail

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How Netflix Works: A Model in Transition

  • Users make their video choices in their “request queue” at Netflix.com

  • Consumers use the Web site to:

    • Rate videos

    • Specify movie preferences

    • Get video recommendations

    • Check out DVD details

    • Share their viewing habits and review

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How Netflix Works: A Model in Transition

  • Netflix operates via a DVD subscription and video streaming model

    • These started as a single subscription, but are now viewed as two separate services

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Act I: Netflix Leverages Tech and Timing to Create Killer Assets in DVD-by-Mail

  • Building a great brand online starts with offering exceptional value

  • Advertising builds awareness, but brands are built through customer experience

  • Subscribers expectations from Netflix:

    • Huge selection

    • Ability to find what they want

    • Timely arrival

    • Ease of use and convenience

    • Fair price

Technology drives all of these capabilities

Technology is at the center of the firm’s brand building efforts

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Selection: The Long Tail in Action

  • Netflix offers its customers a selection of over 125,000 DVD titles

  • Traditional retailers cannot offer this because of shelf space constraints

  • Traditional retailers can determine their breakeven point by considering:

    • Number of customers that can reach a location

    • Store size

    • Store inventory

    • Payback from inventory

    • Cost to own and operate the store

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Selection: The Long Tail in Action

  • Internet firms can have just a few highly automated warehouses

  • Long tail: A phenomenon whereby firms can make money by offering a near-limitless selection

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Figure 4.3 - The Long Tail

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Selection: The Long Tail in Action

  • The long tail works because:

    • Cost of production and distribution drop

    • It gives the firm a selection advantage that traditional stores cannot match

    • Geographic constraints go away and untapped markets open up

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Selection: The Long Tail in Action

  • Netflix has used the long tail to create close ties with film studios

    • Studios earn a percentage of the subscription revenue

    • Netflix gets DVDs at a very low cost

    • Studios do not spend on additional marketing

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Cinematch: Technology Creates a Data Asset that Delivers Profits

  • Netflix uses a proprietary recommendation system called Cinematch

  • Each time a DVD is returned, Cinematch asks the customer to rate it

  • Collaborative filtering: A classification of software that monitors trends among customers and uses this data to personalize an individual customer’s experience

    • It can be mimicked by competitors

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Cinematch: Technology Creates a Data Asset that Delivers Profits

  • The data provided by Cinematch is a switching cost

  • To see how strong switching costs are is to examine Netflix’s churn rate

    • Churn rate: The rate at which customers leave a product or service

    • Churn rates for Netflix’s most active regions were below 4 percent

  • Netflix’s marketing costs benefit from satisfied customers, as referrals are a better choice than advertisements

  • Netflix launched a crowdsourcing effort known as The Netflix Prize

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A Look at Operations

  • Technology lies at the heart of Netflix’s warehouse operations

    • Netflix has a network of fifty-eight ultra high-tech distribution centers

    • Distribution centers are all located close to U.S.P.S. facilities

    • Trucks collect DVD shipments from these U.S.P.S. hubs and return the DVDs to the nearest Netflix center

    • Scanners pick out incoming titles

    • Netflix presorts outgoing mail before dropping it off at U.S.P.S. facilities

    • All DVDs are hand-inspected for cracks and smudges

    • Warehouse processes are linked to Cinematch

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A Look at Operations

  • Staff members are expected to focus on improving the firm’s processes

  • Quality management features are built into systems

  • Netflix can monitor and record the circumstances surrounding any failures

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Killer Asset Recap: Understanding Scale

  • Netflix’s size gives it a huge scale advantage

  • Scale economies allow firms to:

    • Lower prices

    • Spend more on customer acquisition, new features, or other efforts

  • Smaller rivals have an uphill fight

  • Established firms end up straddling markets

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Killer Asset Recap: Understanding Scale

  • By moving first, Netflix gained scale advantages

    • Largest network of distribution centers

    • Largest customer base

    • The firm’s industry-leading strength in brand and data assets

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Act II: Netflix and the Shift from Mailing Atoms to Streaming Bits

  • Many media products are created as bits (digital files)

  • When we buy a CD, DVD, book or newspaper, we’re buying physical atoms that are a container for the bits

  • The shift from DVD-by-mail to the streaming business poses new challenges for the firm

    • When the DVD dies, Netflix’s high-tech shipping and handling infrastructure will be rendered worthless

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Access to Content

  • When Netflix launched its streaming video option, only 17% of the DVD catalog was available

  • Legal issues involved in securing the digital distribution rights

  • Windowing restricts the number of titles available

  • Wal-Mart uses its bargaining power to encourage studios to:

    • Hold content from competing windows

    • Limit offering titles at competitive pricing during the new release period

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But How Does It Get to the TV?

  • Netflix initially developed a prototype set-top box

  • It then developed a software platform that allowed firms to build Netflix access into their devices

  • Advantages of the atoms to bits model

    • Netflix will eliminate a huge chunk of its shipping and handling costs

    • Bandwidth costs are minimal

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But How Does It Get to the TV?

  • Disadvantages of the atoms to bits model

    • Wrangling licensing costs is a challenge

    • The switch to Blu-ray DVDs means that Netflix will be forced to carry two sets of video inventory

      • Standard

      • High-definition

  • Bandwidth caps: Places a ceiling on a customer’s total monthly consumption

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No Turning Back

  • Streaming on-demand content with targeted ads could be a goldmine combination

    • It may radically undercut the one-commercial-for-all model of current broadcast television

  • The streaming business also offers Netflix opportunities to explore new revenue models

    • It allows for rapid expansion into international markets

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