Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
Netflix has seen declining stock prices and consumer confidence following changes to its pricing and structure. To recover, it must reestablish itself as the dominant internet streaming company. A SWOT analysis finds Netflix has strengths like brand identity and content library but also weaknesses like high churn rate. It faces threats from competitors but also opportunities in growing markets. An analysis of alternatives recommends diversifying into music streaming to leverage Netflix's strengths and gain new customers.
Netflix began in 1997 as an online movie rental service without late fees. It launched a DVD-by-mail subscription service in 1999. In 2007, Netflix introduced online streaming, allowing subscribers to watch movies and TV shows via the internet. While Netflix grew rapidly, competitors emerged offering similar streaming services. Netflix's strategy focused on acquiring a wide selection of content, easy-to-use technology, marketing, and expanding streaming internationally while transitioning U.S. subscribers from DVD-by-mail. This strategic approach helped Netflix become the leading internet television network.
Netflix started in 1997 as a DVD rental service by mail. In 2007, it launched its streaming service which allowed users to watch movies and TV shows online. This changed the company's business model to a subscription-based model. The document discusses Netflix's history, customers, competitors in the online video market, and its business strategy of focusing on customers' needs through recommendations and expanding its content library. It analyzes Netflix's strengths in its brand and algorithm, as well as weaknesses in rising content costs and potential threats from competition.
Netflix started as a DVD rental service in 1997 and transformed into a leading streaming platform. In 2011, Netflix took a major gamble by splitting its DVD and streaming services into separate plans priced at $8/month each. This risked losing subscribers but positioned the company to focus on online streaming. Netflix was successful due to its personalized recommendations, growing library of content through negotiations with studios, and innovation in streaming technology and integration with TVs.
Netflix was founded in 1997 by Reed Hastings and Marc Randolph to create an online DVD rental service. It launched in 1998 offering 900 movie titles for rental by mail. By 2013, Netflix had grown to over 36 million subscribers who streamed 2 billion hours of content per month. Netflix's mission is to become the leading global streaming service through expanding its library of exclusive original content available on any internet-connected device.
Netflix is the world's leading internet television network with over 57 million subscribers in nearly 50 countries. It allows members to watch TV shows and movies instantly on any internet-connected device without commercials. Originally starting as a DVD-by-mail service in 1997, Netflix expanded into streaming and began producing original content like House of Cards in 2011. The company aims to become the best global entertainment distribution service through licensing content and helping creators find audiences worldwide. It utilizes social media, commercials, and word-of-mouth for marketing.
Case study over current position of Netflix and where it is heading. AFI framework was used to provide insight into new viable strategies with recommendations on how Netflix can maintain a competitive advantage in the future.
Netflix is seeing slowing subscriber growth despite increased spending on new content. The document discusses Netflix's business model, history, competitors like Disney+ and HBO Max, and financial information. It also notes that Netflix recently raised prices for its US subscription plans and provides a variety of streaming options and personalized recommendations to users.
An Informative Presentation on Netflix.
Includes
1. History
2. Several business plans of Netflix over the time of its inception to the present scenario
3. S.W.O.T analysis
4. Present Challenges.
This document provides an executive summary for Netflix's 2011 campaign. The campaign aims to increase sales and brand awareness through advertising. Some key points:
- Netflix offers the largest selection of DVDs for rental as well as low-cost streaming options.
- The campaign goals are to reach more of their target audience and increase customer numbers.
- Suggestions are made to improve internet, TV, and unconventional advertising (QR codes on candy).
- The goal is to spread awareness of Netflix's services and influence more people to subscribe.
Netflix started as a DVD rental service in 1997 and introduced streaming in 2007, becoming the leading video streaming service. It faces competition from Hulu, Amazon Prime Video, Apple TV+, and Disney+, in an oligopolistic market structure. Netflix generates over $20 billion annually through subscription fees for its domestic and international streaming services. Factors like consumer income, prices of substitutes, tastes, expectations, and number of buyers affect the demand for Netflix.
This document provides a case study on Netflix that analyzes how Netflix has grown to become the most successful online streaming company through its use of various digital economies. It discusses Netflix's history from a DVD rental service to an online streaming platform. It then analyzes how Netflix leverages the digital, free, attention, subscription, and network economies to drive its business model and sustain ongoing success. Key points include how Netflix adapts to technological changes, uses free trials and data collection, produces original content, offers access through subscriptions over ownership, and leverages its large user network and data.
Netflix was co-founded by Reed Hastings and Marc Randolph after Hastings was charged a $40 late fee by Blockbuster. Netflix began by shipping DVDs to members. Their goal was to be the "Amazon.com of everything" for streaming. Netflix now offers several subscription plans for streaming movies and TV shows, as well as a DVD rental service. They have expanded internationally and now operate in over 190 countries. Financial statements show Netflix's revenue and assets growing rapidly as their subscriber base increases each year. Netflix management is noted for its radical transparency and constant feedback culture. Employees are given independence and freedom to be creative in their work.
Netflix business marketpresentation_economicsGraysonMeeks
The document provides an overview of Netflix's marketing plan. It discusses Netflix's target demographics, history since its founding in 1997, current competitors and their subscription numbers, Netflix's revenue streams through various streaming and DVD/Blu-Ray plans. It analyzes factors that affect Netflix's demand and supply, and notes Netflix expects 24% annual growth.
This document summarizes Netflix's history and business model. It discusses how Netflix started as a DVD rental service through mail in 1997 and later transitioned to an online streaming subscription model. The document then outlines Netflix's customers, competitors in both the DVD rental and online streaming industries, strengths as a strong brand with original content and recommender system, and opportunities for international growth. It concludes that while Netflix pioneered the online streaming market, it now faces uncertainty from growing competition from Amazon, Google, and others.
Netflix was founded in 1997 in Scotts Valley, California by Reed Hastings and Marc Randolph as a DVD mailing service and later transitioned to an online streaming service. In 2007, Netflix launched streaming video and began producing original content like House of Cards in 2013. Reed Hastings remains the CEO as Netflix has grown to over 118 million subscribers globally by 2018 and become worth over $100 billion focusing on expanding its library of original content.
The document provides an overview of Netflix, including its history, vision, mission, financial status, culture, management structure, operational plans, expansion efforts, and innovation. Key points include that Netflix was founded in 1997 and has grown to over 50 million subscribers globally by 2014. It has expanded from DVD rental by mail to become a leading global streaming service and creator of original content like House of Cards. The company aims to become the best global entertainment distribution service through expanding its licensing and markets worldwide.
Netflix has grown to dominate the entertainment streaming industry since 1997 through innovative distribution methods and intuiting changing consumer preferences. It faces moderate threats from new entrants and substitute products, and high bargaining power from both buyers and content suppliers. Rivalry among existing competitors is also moderate as many cooperate to share audiences. To remain competitive, Netflix will need strategies to mitigate the effects of future price increases, continue global expansion, create additional revenue streams, and maintain good relationships with suppliers and competitors through collaboration.
Netflix began as a DVD-by-mail service and has since expanded into streaming media available on many platforms. It has over 65 million subscribers globally and produces popular original content. A SWOT analysis identified strengths like its brand and content but also weaknesses such as monthly fees. PEST and Porter's Five Forces analyses examined the impacts of factors like technology, competition, and legal issues. Moving forward, Netflix must find ways to increase revenue and maintain competitive streaming quality despite rising costs.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
Netflix was founded in 1997 and has grown to 48 million members in 40 countries. It aims to become the best global entertainment distribution service by licensing content worldwide and helping creators find audiences. While it faces threats from competitors like Hulu and technical issues, Netflix can address weaknesses by offering more interactive content, innovating its cloud technology, growing strategic partnerships, and improving marketing. Recommendations include expanding into interactive video, games, and live sports to add value; using cloud storage to stream live and solve capacity issues; and building partnerships internationally to overcome legal barriers.
Netflix International Business Strategy PlanIsabelle Smith
Netflix is expanding internationally and has identified South Korea as its next target market for expansion into Asia. South Korea was chosen over China and Japan due to its high broadband penetration, American cultural influence, and lower piracy rates compared to China. Netflix plans to use its experience expanding into Europe to continue its international growth strategy of entering new countries before competitors gain ground. The document provides a strategic analysis of Netflix's business and opportunities for further international expansion.
This document lists and categorizes the various brands and products that appeared through product placement in the Netflix original series House of Cards in 2015 and 2016. It includes Apple products like iPhone, iMac, and MacBook; smartphones from Samsung, BlackBerry, Windows Phone, and OnePlus; media brands like CNN; and other brands like Budweiser, Coke, Dell, Acer, and Under Armour. It provides a website for more information on House of Cards product placement and instructs following a Twitter account on brands in films.
This document lists various brands that received product placement in the Netflix series House of Cards in 2015, including Apple products like iPhone, iPad, and MacBooks. It also lists placements for Samsung phones and devices, BlackBerry, Windows Phone, Budweiser, Chevrolet, Mazda, Buick, Coke, CNN, and other brands like Nikon, Dell, Acer, and Under Armour. It provides the brand name, year, source as Netflix, and mentions screen captures to document the placements.
A comprehensive report evaluating Netflix, Inc. viability, stability, and profitability for future investment. The analysis provides an assessment of the firm's strategy, accounting, financial, prospective, and comes up with a buy/sell recommendation.
This document provides a business valuation of Netflix using three valuation models: the discounted cash flow model, residual operating income model, and market-based valuation model. The DCF model valued Netflix's share price at $67.35, the ROPI model valued it at $205.55, and the market-based model using comparable company PE ratios valued it at $355. While the models produced different values, the DCF model was considered the most accurate as it produced a value closest to the actual market share price of $116.21. The document also discusses Netflix's history, financials, and industry comparisons to support the three valuation analyses.
This report provides a valuation of Netflix using three methods: comparable companies analysis, precedent transactions analysis, and discounted cash flow analysis. The comparable companies method yielded a valuation range of $1.62 billion to $13.97 billion. The precedent transactions method, using acquisitions of other media companies, produced a much lower range of $234.41 million to $379.52 million. However, this method was deemed not representative of Netflix's fair value. The discounted cash flow analysis valued Netflix at $11.96 billion, using projections through 2020 and a weighted average cost of capital of 12.07%.
Product placement from Modern family season 5BrandsAndFilms
This document lists the various product placements from the fifth season of the television show Modern Family, including multiple appearances of the iPhone, iPad, Mercedes Benz ML, Audi A8, Ford Taurus, Toyota Sienna, Toyota Prius, as well as appearances from airlines like Qantas and JetBlue and other brands like Mandalay Bay and Optus. It provides screenshots from the season.
The document lists various brands that received product placement in the Netflix series House of Cards season 2, including Apple products like iPhone, iPad and MacBook; other electronics like BlackBerry, Windows Phone, Canon, Dell; clothing brands like Nike, Louboutins, J.C. Penney; food and drinks like Dunkin' Donuts, Pizza Hut, Green Mountain Coffee, Macallan, Starbucks, Diet Coke; and miscellaneous brands like American Airlines, Ray Ban, Lowe's, Everlast, God of War, Mercedes, and CNN. More information about product placement in House of Cards can be found on the listed website.
This presentation briefly analyses the characteristics and timeline of the diffusion of Netflix by assessing Rogers' five diffusion characteristics. for different steps in their company history. It analyses the surrounding of this innovation via PESTEL-analysis and gives brief hints on how to intensify the diffusion of Netflix further globally.
The document outlines the mission, organization, strategic analysis, and strategic formulation of Netflix. It discusses Netflix's core competencies in online DVD rental and streaming, its founding and growth to over 10 million subscribers, and its strategic focus on leveraging its online DVD leadership while innovating its streaming offerings. The conclusion emphasizes the importance of Netflix continuing to grow its customer base in online DVD rental while innovating with new home entertainment technologies.
Microsoft is a global technology company founded in 1975 that produces operating systems, productivity software, and various other products and services. It has experienced significant growth and success but also faces challenges from competitors. A SWOT analysis identified Microsoft's strengths as its brand loyalty, reputation, easy to use software, and strong distribution channels, while weaknesses include poor acquisitions, dependence on hardware manufacturers, and being slow to innovate. Opportunities lie in cloud services, mobile advertising, and acquisitions, but threats include intense competition, changing customer needs, open source alternatives, and potential lawsuits. Microsoft must implement strategies to address its weaknesses and threats to continue its success.
This document summarizes an interview with Fotis Karonis, the CTO of mobile network operator EE in the UK. Some key points:
- EE was the first to launch LTE networks in the UK and has now launched the fastest LTE-Advanced network, giving over 1 million customers faster speeds and improved connectivity.
- Karonis credits EE's success to strong engineering capabilities and collaboration with partners like Huawei to build future-proof, scalable networks.
- The LTE network is transforming user experience in the UK by enabling more mobile access to services, content and productivity apps.
- EE's new LTE-Advanced network, using technology from Huawei, can achieve speeds up
Netflix's business model canvas is analyzed in the document. It has over 75 million subscribers globally from customer segments of ages 24-35 with incomes over $50,000. Its value propositions include original content, multiple viewing options, and competitive pricing. Netflix utilizes websites and apps as channels and has a self-service customer relationship model. Key resources include infrastructure, intellectual property, employees, and financial assets. Activities involve platform maintenance, content acquisition, and partnerships. Revenue comes from subscription fees while costs include wages, content, and infrastructure expenses.
Netflix began as a DVD rental service in 1999 and introduced streaming in 2007, growing to over 40 million subscribers worldwide. It revolutionized consumer media consumption by offering instant, on-demand streaming of movies and TV shows without due dates or late fees. This represented a major shift away from traditional physical rental models and influenced consumer decision making towards increased on-demand viewing. Netflix's strong streaming presence, accounting for over 30% of internet bandwidth, threatened competitors like Blockbuster and transformed the consumer media market. To maintain its leadership, Netflix must continue expanding its catalog of original and licensed content across platforms and regions.
Super-E Group provides a monthly subscription movie and TV streaming and rental service. It was founded in 1997 when co-founders were charged late fees for DVD rentals. The service launched in 1998 and introduced a monthly subscription model in 1999. It now has over 15 million subscribers and generated $553 million in revenue in 2010, with 66% of viewing through online streaming. The target audience is males and females aged 17-45 with internet access. Competitors include Redbox's kiosk rental service and Apple's iTunes movie/TV rental store. Future success depends on international expansion, online focus, studio partnerships, and new technology adoption.
Netflix is a streaming and rental company that began in 1997, offering DVD rentals by mail. It now has over 50 million streaming subscribers globally and a large streaming library available on all major devices. Netflix disrupted the market by introducing streaming while also offering DVD rentals. It has faced challenges like raising prices and separating streaming and DVD plans but has grown through expanding internationally and producing original content like House of Cards. While competitors like Amazon and Hulu are growing, Netflix has the largest library and remains the market leader in online video streaming.
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed media providers to transition from physical to digital formats. This led to new opportunities for internet movie rentals and the decline of physical rental stores. Netflix capitalized on this transition by offering online streaming and digital rental through mail delivery, which eventually replaced their DVD rental business model.
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed digital movie rentals and streaming to emerge as popular alternatives to physical rentals. Major players like Netflix transitioned to online streaming models, growing their subscriber base globally while competitors like Blockbuster declined.
Netflix began as a DVD rental service but has transitioned to focus on online streaming. It has over 20 million subscribers and is the largest source of internet streaming traffic. Netflix uses a recommendation algorithm called CineMatch and a long tail business model to provide personalized movie suggestions to subscribers. While threats include competition and potential issues with internet service providers, Netflix is addressing these by expanding its streaming library, making agreements with content providers, and pushing into international markets.
The document summarizes a Netflix consulting project report on how Netflix can respond to competition and better serve customers. It analyzes Netflix's industry, competitors like Amazon and Hulu, and provides insights from a consumer survey. The report's key recommendations are that Netflix should offer premium early access to new releases, acquire more current content, pursue cross-promotions, convert remaining DVD users to streaming, and grow its overall user base.
This document provides an overview of Netflix's business strategy and performance from 1997-2012. It discusses Netflix's founding and original DVD-by-mail business model. The company later added streaming services and expanded internationally. By 2012, Netflix had over 23 million streaming subscribers and 120,000 titles available. The document also analyzes Netflix using Porter's Five Forces model, identifying intense industry competition and high threat of substitutes as major challenges.
[The Impact of the Internet on the Video Rental Industry.docxdanielfoster65629
[The Impact of the Internet on the Video Rental
Industry: Blockbuster vs. Netflix]
2
Table of Contents
INTRODUCTION 3
VIDEO RENTAL INDUSTRY ANALYSIS 5
BLOCKBUSTER BUSINESS DESCRIPTION 7
BLOCKBUSTER BUSINESS MODEL 7
BLOCKBUSTER HISTORY 8
BLOCKBUSTER SWOT ANALYSIS 10
NETFLIX BUSINESS DESCRIPTION 14
NETFLIX BUSINESS MODEL 14
NETFLIX HISTORY 15
COMPETING ONLINE SERVICES 16
FINANCIAL ANALYSIS 18
THE FUTURE OF THE VIDEO RENTAL INDUSTRY 24
CONCLUSION 25
REFERENCES 26
3
The Impact of the Internet on Video
Rentals: Blockbuster vs. Netflix
Could Brick and Mortar Video Rental Stores be a thing of the past? The Internet has
challenged the way movies are rented in the United States. Blockbuster, one of the
biggest video rental companies, has completely restructured its operations to meet the
market demands due to the emergence of the Internet and companies like Netflix. The
first impact the online video rental industry made on Blockbuster was making late fees
obsolete. Blockbuster enacted a “no late fees” policy in 2004 to remain competitive in the
industry. The company gave up about $450 million in late fee revenue and $250 million
to $300 million in operating income the first year the policy was enacted (Halkias). This
is not counting the increased number of new releases the company needed to purchase to
meet customer demand due to the policy. Under the "no late fees" program, a customer
was charged the purchase price for a movie if it was kept longer than 14 days. The charge
was dropped if it was returned within 30 days, and the customer was then charged a $1.25
restocking fee (Halkias). Blockbuster then created Blockbuster Total Access in attempts
to compete in the online video rental market. With Blockbuster Total Access, customers
would pay a subscription fee of $24.99 a month and rent up to 2 movies online at a time.
4
Netflix, the online DVD rental pioneer, sold a similar service for $21.99 a month.
Company CEO, John Antioco, said the overall online subscriber market is about 3
million to 5 million households, and he believes Blockbuster can attract a 30 percent
market share (Halkias). Blockbuster spent between 70 and 90 million dollars on the Total
Access program in hopes of reinventing itself. Program costs and continued decline in
rentals caused the company’s 2004 earnings to fall about 10 percent below the $1.48 a
share earned in 2003 (Halkias). The company will have to continue developing in this $8
billion dollar a year industry as it continues to change. Within another four years,
customers are expected to spend about $1.7 billion getting movies from cable to watch at
their convenience (Cohen). The video rental industry is also moving to legal downloading
sites such as CinemaNow Inc. Founded in 1999, the service lets people download movies
as a rental with a viewing window, or buy the film outright and burn it on a di.
ISOM 310 Netflix CaseNetflix 2013 Case Online Video Matures.docxpriestmanmable
ISOM 310 Netflix Case
Netflix 2013 Case: Online Video Matures
In the 1980s and 1990s, people joked about how difficult it was to program a VCR to record a television program. Products like TiVo and other DVRs (digital video recorders) made it easy for consumers to record broadcasted shows and movies. Today, consumers have a wide variety of options in satisfying their desire to watch movies and TV shows. They can rent DVDs and video games from traditional brick and mortar video stores, such as Blockbuster. Cable TV and Satellite TV companies offer premium subscription channels (such as HBO) for a monthly fee, as well as, video-on-demand services. There are other options for those with broadband Internet connections, such as programs that store entertainment and redirection devices (like Slingboxes
). Consumers also can rent or purchase DVDs, Blu-ray discs, and video games at video rental stores, vending machines (like Redbox
), and also can purchase them at electronic stores (such as Best Buy), discount stores (such as Target), or on the Internet (Amazon and Apple, plus many others). In addition, there still is much illegal file sharing of copyrighted digital content. Today, when consumers want to watch a particular movie at any particular time, they have many options.
The U.S. movie "rental" industry has changed. Direct online distribution of content (whether by real-time streaming or downloading for playback) has replaced physical media as the normal method
. Even traditional DVD retail companies like Wal-mart and Target are getting into the digital streaming business
. In addition, many laptops and almost all netbooks and ultrabooks today are being shipped without an optical playback device (i.e., one that can play a CD, DVD and/or Blu-Ray). Obviously, the same is true for smartphones and iPods. In addition to those mentioned above, there also are additional options for receiving digital streaming entertainment, including Internet-enabled TVs, set-top boxes (like Boxee
), game consoles, computers, and readers like the Kindle or Nook. Nonetheless, as of 2010, eighty percent (92 million) of all U.S. households still had at least one DVD or Blu-ray player, leading many to believe the DVD business will retain demand and some profitability for several years to come.
New Competitors and Content
Numerous companies now compete in the shrinking DVD and video game rental industry. Dish Network purchased Blockbuster out of bankruptcy and, in early 2012, has closed 500 of the 1500 remaining stores. Blockbuster, the largest video rental chain in the United States, has launched a variety of initiatives to provide online DVD and game rentals. Dish Network limited the customer base of the current streaming service to pre-acquisition customers and Dish Network subscribers. Recently, Samsung announced (February 20, 2012) a deal with Blockbuster to stream thousands movies to the company's smartphones, tablets, ultrabooks, laptops, smart T ...
This document discusses the online movie rental business and competition in the video streaming market. It provides details on Netflix's business model and history, including milestones like their billionth DVD delivery. It also outlines competitors in the streaming and rental space like Hulu, Redbox, cable/satellite providers, and premium channels. The document considers factors that could impact Netflix's ability to succeed in this competitive landscape, such as content availability and pricing/bundling approaches from other players.
Netflix is the world's leading streaming entertainment service, offering TV shows, movies, documentaries across 190 countries. It began as a DVD rental service in 1997 and launched streaming in 2007. Netflix now produces its own original content and has over 158 million paid subscribers globally. While it faces competition from Amazon, Hulu, and others, Netflix has maintained its lead through a focus on commercial-free, unlimited streaming and exclusive original productions. The company expects continued growth in subscribers and revenue as streaming video on-demand remains an expanding market.
Netflix originally pioneered online DVD rentals and subscriptions but struggled after attempting to split its DVD and streaming services into separate brands. In 2011, Netflix announced it would charge $7.99 per month for each service instead of the combined $9.99 rate. Over 600,000 unhappy customers cancelled in response. Netflix also tried unsuccessfully to rebrand its DVD service as "Qwikster" before admitting failure and cancelling the split after just one month. The document analyzes Netflix's mistakes in not properly researching customer preferences and expectations around pricing and branding changes.
Netflix was a company that thrived during the 2008 recession due to its business model and strategy. It operated 3 business segments - domestic streaming, international streaming, and domestic DVD. In 2009, Netflix's revenue increased 26.6% to $1.16 billion from increased subscribers attracted by its compelling value proposition of streaming and DVD rentals for one low monthly fee. Key factors in Netflix's success included offering combo streaming and DVD plans, being an early entrant in internet video delivery, and expanding its available streaming devices.
This is a breakdown of the film download presentation I created last year. It discusses the industry as well as the effect of search and recommendation systems on online media.
Netflix is analyzing strategies for entering the video-on-demand (VOD) market as its DVD rental business declines. There are three main impediments to VOD adoption: connectivity, content availability, and technology adoption. Netflix has strengths like its large customer base and recommendation system, but weaknesses like slower DVD delivery versus instant streaming. The alternatives are licensing content, standalone streaming, or a separate online video business. The recommendation is for Netflix to pursue licensing agreements to build an online movie library for streaming. This should leverage Netflix's brand while the DVD business declines slowly. In the long run, as bandwidth and devices improve, streaming partnerships may decline but licensing will remain important.
The document provides statistics about Google, Wikipedia, and YouTube as well as information about online video rental services. It discusses how online video rental works, the types of plans offered, and major players in the industry such as Netflix. Netflix is discussed in depth, including its history and services. The competitive advantages and disadvantages of Netflix compared to Blockbuster and Amazon are outlined. The market scenario for online video rentals in India is also summarized, along with some of the top competitors in that market.
Lecture 8 of the IVE 2024 short course on the Pscyhology of XR.
This lecture introduced the basics of Electroencephalography (EEG).
It was taught by Ina and Matthias Schlesewsky on July 16th 2024 at the University of South Australia.
Generative AI technology is a fascinating field that focuses on creating comp...Nohoax Kanont
Generative AI technology is a fascinating field that focuses on creating computer models capable of generating new, original content. It leverages the power of large language models, neural networks, and machine learning to produce content that can mimic human creativity. This technology has seen a surge in innovation and adoption since the introduction of ChatGPT in 2022, leading to significant productivity benefits across various industries. With its ability to generate text, images, video, and audio, generative AI is transforming how we interact with technology and the types of tasks that can be automated.
Leading Bigcommerce Development Services for Online RetailersSynapseIndia
As a leading provider of Bigcommerce development services, we specialize in creating powerful, user-friendly e-commerce solutions. Our services help online retailers increase sales and improve customer satisfaction.
Securiport Gambia is a civil aviation and intelligent immigration solutions provider founded in 2001. The company was created to address security needs unique to today’s age of advanced technology and security threats. Securiport Gambia partners with governments, coming alongside their border security to create and implement the right solutions.
Welcome to our third live UiPath Community Day Amsterdam! Come join us for a half-day of networking and UiPath Platform deep-dives, for devs and non-devs alike, in the middle of summer ☀.
📕 Agenda:
12:30 Welcome Coffee/Light Lunch ☕
13:00 Event opening speech
Ebert Knol, Managing Partner, Tacstone Technology
Jonathan Smith, UiPath MVP, RPA Lead, Ciphix
Cristina Vidu, Senior Marketing Manager, UiPath Community EMEA
Dion Mes, Principal Sales Engineer, UiPath
13:15 ASML: RPA as Tactical Automation
Tactical robotic process automation for solving short-term challenges, while establishing standard and re-usable interfaces that fit IT's long-term goals and objectives.
Yannic Suurmeijer, System Architect, ASML
13:30 PostNL: an insight into RPA at PostNL
Showcasing the solutions our automations have provided, the challenges we’ve faced, and the best practices we’ve developed to support our logistics operations.
Leonard Renne, RPA Developer, PostNL
13:45 Break (30')
14:15 Breakout Sessions: Round 1
Modern Document Understanding in the cloud platform: AI-driven UiPath Document Understanding
Mike Bos, Senior Automation Developer, Tacstone Technology
Process Orchestration: scale up and have your Robots work in harmony
Jon Smith, UiPath MVP, RPA Lead, Ciphix
UiPath Integration Service: connect applications, leverage prebuilt connectors, and set up customer connectors
Johans Brink, CTO, MvR digital workforce
15:00 Breakout Sessions: Round 2
Automation, and GenAI: practical use cases for value generation
Thomas Janssen, UiPath MVP, Senior Automation Developer, Automation Heroes
Human in the Loop/Action Center
Dion Mes, Principal Sales Engineer @UiPath
Improving development with coded workflows
Idris Janszen, Technical Consultant, Ilionx
15:45 End remarks
16:00 Community fun games, sharing knowledge, drinks, and bites 🍻
Ensuring Secure and Permission-Aware RAG DeploymentsZilliz
In this talk, we will explore the critical aspects of securing Retrieval-Augmented Generation (RAG) deployments. The focus will be on implementing robust secured data retrieval mechanisms and establishing permission-aware RAG frameworks. Attendees will learn how to ensure that access control is rigorously maintained within the model when ingesting documents, ensuring that only authorized personnel can retrieve data. We will also discuss strategies to mitigate risks of data leakage, unauthorized access, and insider threats in RAG deployments. By the end of this session, participants will have a clearer understanding of the best practices and tools necessary to secure their RAG deployments effectively.
How CXAI Toolkit uses RAG for Intelligent Q&AZilliz
Manasi will be talking about RAG and how CXAI Toolkit uses RAG for Intelligent Q&A. She will go over what sets CXAI Toolkit's Intelligent Q&A apart from other Q&A systems, and how our trusted AI layer keeps customer data safe. She will also share some current challenges being faced by the team.
The Challenge of Interpretability in Generative AI Models.pdfSara Kroft
Navigating the intricacies of generative AI models reveals a pressing challenge: interpretability. Our blog delves into the complexities of understanding how these advanced models make decisions, shedding light on the mechanisms behind their outputs. Explore the latest research, practical implications, and ethical considerations, as we unravel the opaque processes that drive generative AI. Join us in this insightful journey to demystify the black box of artificial intelligence.
Dive into the complexities of generative AI with our blog on interpretability. Find out why making AI models understandable is key to trust and ethical use and discover current efforts to tackle this big challenge.
Connecting Attitudes and Social Influences with Designs for Usable Security a...Cori Faklaris
Many system designs for cybersecurity and privacy have failed to account for individual and social circumstances, leading people to use workarounds such as password reuse or account sharing that can lead to vulnerabilities. To address the problem, researchers are building new understandings of how individuals’ attitudes and behaviors are influenced by the people around them and by their relationship needs, so that designers can take these into account. In this talk, I will first share my research to connect people’s security attitudes and social influences with their security and privacy behaviors. As part of this, I will present the Security and Privacy Acceptance Framework (SPAF), which identifies Awareness, Motivation, and Ability as necessary for strengthening people’s acceptance of security and privacy practices. I then will present results from my project to trace where social influences can help overcome obstacles to adoption such as negative attitudes or inability to troubleshoot a password manager. I will conclude by discussing my current work to apply these insights to mitigating phishing in SMS text messages (“smishing”).
DefCamp_2016_Chemerkin_Yury-publish.pdf - Presentation by Yury Chemerkin at DefCamp 2016 discussing mobile app vulnerabilities, data protection issues, and analysis of security levels across different types of mobile applications.
1. On-line DVD Rental NETFLIX Laurie Bouchard Kikuyu Daniels Stephen MacNeil John McDonnell Christine Palkoski
2. DVD Rental Overview Primary “after theater” consumer distribution methods: DVD rental and purchase On-line content service (pay-per view, streaming) Growth of DVD rental/purchase in 1990s Large movie studios recording in digital format DVD players more affordable Enter Netflix, DVD rental strong in U.S.
3. Netflix Profile Founded in 1997 by Marc Randolph and current CEO Reed Hastings Originally offered DVDs on a fee per use basis Introduced monthly subscription service in 1999 9.4 million subscribers as of Q4 2008 2009 forecast of 10.6 to 11.3 million subscribers
4. Netflix Competitive Advantage First-mover advantage in on-line rental Patented method of web-based DVD selection Customer-centric, monthly subscription-based service “ It probably looks easy to imitate Netflix, but it’s quite difficult to get all the details right that matter to a consumer. We’ve put four year’s effort into building our service.” – Reed Hastings, co-founder in 2001
5. Netflix Services Service Plan Options: Unlimited Plans $8.99 1 DVD at a time $13.99 2 DVDs at a time $16.99 3 DVDs at a time Less popular plans of 4-8 DVDs at a time available *Unlimited online viewing on all unlimited plans 1 Limited Plan $4.99 1 DVD at a time (2 per month) * 2 hours of online viewing
7. Service Features No Due Dates No Late Fees No Cancellation Fees Free DVD Shipping – Both Ways Blu-ray Substitution, for a Fee
8. Customer Loyalty Consistently maintain 84% - 86% of existing customers quarter over quarter. Voted #1 online retailer 8 consecutive periods by Foresee/FGI Research Achieved Through: Ease of Use Fast Delivery (97% in one day) Size of Selection (Over 100,000 DVD titles)
9. Competition Movie Rental Stores Blockbuster, Hollywood Video, Movie Gallery Movie Rental Kiosks Red Box Downloadable Movies Apple, YouTube, Hulu “ On Demand” Movie Theaters AMC, Showcase
10. Main Competition Source: 2008 Data from Hoovers, SEC Netflix Blockbuster Redbox Industry Median Annual Sales ($M) 1,364.7 5,542.4 22.4 Employees 1,644 59,643 750 Gross Profit Marin 33.30% 51.90% - 36.00% Net Profit Margin 6.10% 0.50% - -11.50% Return on Invest. Cap. 19.8% 1.8% - 2.9% 12 mo. Revenue Growth 13.2% 0.6% - 8.7% 12 mo. Net Income Growth 24.0% 0.0% - 15.2%
12. Financial Highlights Predictable Revenue Streams Not dependent on rental fees or late fees Low Overhead Costs Contribute to Profits No store rent, utilities, salaries Strong Growth Market entry timing, planned barrier to entry for competition, customer centric
15. Video Streaming Opportunities for Netflix Lowers shipping costs More can be spent on content while achieving same profit margins No more planning ahead to watch a movie May attract a new segment of movie watchers Partnerships for streaming LG & Samsung Blu-ray players Xbox360 Roku digital video players Tivo HD boxes
17. Video Streaming Threats for Netflix Exclusivity agreements with content providers may effect availability of movies for streaming More competition from big name companies (Apple, Microsoft, Amazon) and global competition from companies operating locally overseas Limits on Bandwidth usage from internet providers Price adjustments to cover new expenses
19. SWOT STRENGTHS First Mover Advantage Strong Brand Recognition High Customer Satisfaction Large Movie Selection Low Overhead Costs Predictable Monthly Revenue Streams Affordable Pricing WEAKNESSES Monthly Fee Discourages Membership From Less Frequent Movie Watchers Lack of Control Over DVD Return Time Comparatively Small Movie Library Available to Stream DVDs Can Arrive Scratched or Broken Due to Mailing Process OPPORTUNITIES Product Line Expansion – Video Games Expand Downloadable Movie Offerings Print 3 rd Party Advertisements of Red Envelopes Expand on Partnerships With Content Providers and Technology Providers. THREATS Staying power of DVDs Contractual restrictions on streaming content Bigger competition in the streaming video market DVD competition from Red Box, and Blockbuster
20. References “ Twitter for Netflix” accessed on 23 March 2009. < http://addnetflix.moltbedesigns.com/ > Luther, Shaila. “Netflix creeps into Facebook with Netflix Updates.” CrunchGear. 24 March 2009. <http://www.crunchgear.com/2009/03/24/netflix-creeps-into-facebook-with-netflix-updates/> NetFlix Company Website accessed on 3 March 2009. < www.netflix.com > Wikipedia accessed on 14 March 2009. < http://en.wikipedia.org/wiki/Netflix > Hoovers Online accessed 23 March 2009. < http://premium.hoovers.com > (Premium subscription required) Cook, Jim and Taylor, Suzanne. “Five Lessons From the Netflix Startup Story.” MarketingProfs. 11 April 2006. < http://www.marketingprofs.com/print.asp?source=/6/cooktaylor1.asp > Mullaney, Timothy. “Coming soon to a Netflix near you.” Business Week Online . 9 June 2006.< http://www.businessweek.com/smallbiz/content/jun2006/sb20060609_292496.htm > Helft, Miguel. “Netflix to Deliver Movies to the PC.” New York Times . 16 January 2007. < http://www.nytimes.com/2007/01/16/technology/16netflix.html > “ Netflix offers subscribers the option of instantly watching movies on their PCs.” Netflix press release. 16 January 2007. < http://www.netflix.com/MediaCenter?id=5384 > Blockbuster Movies accessed 23 March 2009. < http://www.blockbuster.com/totalaccess > “ Apple TV.” Apple.com. < http://www.apple.com/appletv/ > Zeidler, Sue. “Netflix, consumer electronics partnerships near.” Reuters . Gary Hill. 2 April 2008. < http://www.reuters.com/article/technologyNews/idUSN2133480820080422?feedType=RSS&feedName=technologyNews&sp=true > Jacobs, Ian. “Internet-based businesses are (finally) changing the customer interaction paradigm.” Frost & Sullivan Market Insight. 28 September 2007. < http://www.frost.com > Jacobs, Ian. “Universal agents – not a universally applicable idea.” Frost & Sullivan Market Insight. 30 June 2007. < http://www.frost.com > “ World Video Content Delivery Networks Market.” Frost & Sullivan Subscription Service. 15 December 2008. < http://www.frost.com > “ World Video Encoders and Transcoders Markets.” Frost & Sullivan Subscription Service. 13 December 2007. < http://www.frost.com > “ North American Residential Broadband Access Services Markets.” Frost & Sullivan Subscription Service. 28 March 2008. http://www.frost.com SEC website accessed 7 April 2009 . < http://idea.sec.gov/Archives/edgar/data/1065280/000119312509037430/d10k.htm >