In 2019, Netflix had 167 million subscribers globally and offered thousands of television shows and movies on its streaming app, a growing proportion of which it produced itself. Media giants, who for years had valued the relationship with Netflix because it provided an additional outlet, began to re-evaluate the own (make) vs. contract (buy) distribution decision. Leveraging acquisitions, technology investments, and vast content libraries, they entered the streaming wars by going direct to consumers. Was Netflix vulnerable in head-to-head competition in an increasingly fragmented market? How should it respond to entry by its former partners?
美国奈飞公司：内容足够吗？ Netflix: Will Content Be Enough? (Simplified Chinese version)
Mary Kelly, Christopher Swann
Product #:W33775
Supplier:Ivey
Discipline:General Management
Setting:United States, 2019
Industries:
Geography:
Your Price:$10.54
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Learning Objectives
- 研究家庭娱乐技术的发展，观众偏好，以及市场参与者的进入和退出，以评估现有公司对颠覆的反应。
- 使用波特的五力模型分析美国视频流媒体行业。
- 评估在位(先行者)、规模经济、品牌声誉和创新带来的优势。
- 评估制造与购买的权衡。
- 评估对抗新进入者的替代战略的机会和风险。
Examine the evolution of home entertainment technology, viewer preferences, and the entry and exit of market participants to assess incumbent responses to disruptions. Use the Porter’s Five Forces framework to analyze the U.S. video streaming industry. Evaluate the advantages that come with incumbency (first mover), economies of scale, brand reputation, and innovation. Evaluate the make vs. buy tradeoff. Evaluate the opportunities and risks of alternative strategies to combat new entrants.