Product details

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Authors: Alan Hoffman
Published by: RSM Case Development Centre
Published in: 2013
Length: 17 pages
Data source: Published sources

Abstract

In 2011 Netflix was the world's largest online movie rental service. Its subscribers paid to have DVDs delivered to their homes through the US mail, or to access and watch unlimited TV shows and movies streamed over the Internet to their TVs, mobile devices, or computers. In September 2011 Netflix announced to split its DVD delivery service from its online streaming service, rebranding its DVD delivery service Qwikster as a way to differentiate it from its online streaming service, and creating a new website for it. In response to customer outrage and confusion, the Netflix CEO rescinded rebranding the DVD delivery service Qwikster and re-integrated it into Netflix. Nevertheless, only five weeks after the initial split, Netflix acknowledged that it had lost 800,000 US subscribers and expected to lose yet more, thanks both to the Qwikster debacle and the price hike the company had decided was necessary to cover increasing content costs. Despite this setback, Netflix continued to believe that by providing the cheapest and best subscription-paid, commercial-free streaming of movies and TV shows it could still rapidly and profitably fulfill its envisioned goal to become the world's best entertainment distribution platform.
Location:
Size:
USD3.2 billion in revenue
Other setting(s):
2011-2012

About

Abstract

In 2011 Netflix was the world's largest online movie rental service. Its subscribers paid to have DVDs delivered to their homes through the US mail, or to access and watch unlimited TV shows and movies streamed over the Internet to their TVs, mobile devices, or computers. In September 2011 Netflix announced to split its DVD delivery service from its online streaming service, rebranding its DVD delivery service Qwikster as a way to differentiate it from its online streaming service, and creating a new website for it. In response to customer outrage and confusion, the Netflix CEO rescinded rebranding the DVD delivery service Qwikster and re-integrated it into Netflix. Nevertheless, only five weeks after the initial split, Netflix acknowledged that it had lost 800,000 US subscribers and expected to lose yet more, thanks both to the Qwikster debacle and the price hike the company had decided was necessary to cover increasing content costs. Despite this setback, Netflix continued to believe that by providing the cheapest and best subscription-paid, commercial-free streaming of movies and TV shows it could still rapidly and profitably fulfill its envisioned goal to become the world's best entertainment distribution platform.

Settings

Location:
Size:
USD3.2 billion in revenue
Other setting(s):
2011-2012

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