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

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This work is licensed under the Creative 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 to Creative 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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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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