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A Strategic Analysis of Netflix Inc.
Ani, Fahad Galib/Wang, Benjamin/Bondarenko, Iuliia et al
ISBN/EAN: 9783668400580
Umbreit-Nr.: 2140646
Sprache:
Englisch
Umfang: 40 S.
Format in cm: 0.3 x 21 x 14.8
Einband:
kartoniertes Buch
Erschienen am 15.03.2017
Auflage: 1/2017
- Zusatztext
- Project Report from the year 2016 in the subject Business economics - Operations Research, grade: 1.7, University of Applied Sciences Berlin, course: M.A International Business, language: English, abstract: Netflix is one of the most successful dotcom ventures and are the market leader and pioneer as the provider of film and television streaming worldwide. Founded in the United States in 1998 as a DVD-by-mail service, its growing success effectively lead to the demise and bankruptcy of Blockbuster in 2010. Netflix reports around 46 million subscribers in the U.S. and over 81 million subscribers globally spanning over 190 countries. This paper aims to deconstruct and further analyses the strategy and its effectiveness of Netflix. As the paper outlines each strategy, it will also critic its decision and re-evaluate its strategy to continue expansion in the global market especially India and China as well as offer counters proposals on each strategy. Due to low barriers and easy of entry, Netflix's focus should be targeted primarily towards its external environment especially its industry rivals and the direct and indirect threats they pose e.g. Apple TV which is set to launch soon as well as alliances that have begun forming with existing streaming services. Further, Netflix should strive to diversify in order to reduce risk and maintain if not innovate its core competencies improving their 'original' content. Business level strategies such as agreements with ABC for example to earn rights to producing Marvel content are a good example of successful partnerships. The introduction of Anne Sweeney onto the board was a positive move in this direction. As competition between streaming services increase, Netflix will have to give up the advantages as new market entrant. Rival companies increasingly have more bidding power, thus Netflix should strive to invest more time and resources in corporate level strategies such as expanding to LIVE streaming such as sport. Further, as they are diligently penetrating deeper into the global market with plans to launch in India and China, a clear international strategy should be aimed at first understanding the local markets content as well as rights issue for example, China and their high censorship laws means it is increasing difficult to broadcast shows even with successful rights Ownerships. The radical actions of the Chinese can just as easier overthrow the strategy as it can be fashionable.