Netflix companyWord格式文档下载.docx

Netflix companyWord格式文档下载.docx

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sFiveForcesModelisaframeworkforindustryanalysisandbusinessstrategydevelopmentformedbyMichaelE.PorterofHarvardBusinessSchoolin1979.Themodelhadaglobalimpactfortheenterprisestrategy.Itusedfortheanalysisofthecompetitionstrategy,anditcaneffectiveanalysisthecustomer'

scompetitionenvironment.AsfarasIamconcerned,itmaybecanaddonemoremodel,whichistheService.Soitwillcomposethesixforcesmodel,theyare:

SUPPLIERPOWER

-Supplierconcentration

-Importanceofvolumetosupplier

-Differentiationofinputs

-Impactofinputsoncostordifferentiation

-Switchingcostsoffirmsintheindustry

THREATOFTHREATOF

NEWENTRANTSSUBSTITUTES

-Absolutecostadvantages-Switchingcosts

-Proprietarylearningcurve-Buyerinclination

-Proprietaryproductstosubstitut-Price

-Expectedretaliation-Priceperformance

-Capitalrequirementstrade-offofsubstitutes

RIVALRY

BUYERPOWER

EXITBARRIERS

-Bargainingleverage-Industryconcentration

-Buyervolume-Fixedcosts

-Buyerinformation-Perceivedvalueadd

-Substitutesavailable-Corporatestakes

-Buyers'

incentives-Diversityofrivals

Service

-Levelofservicecomparedtoothers

-Addedvalueperceptions

-Dynamicswithotherattributes

2.1SUPPLIERPOWER

Aproducingindustryrequiresrawmaterials-labour,components,andothersupplies.Thisrequirementleadstobuyer-supplierrelationshipsbetweentheindustryandthefirmsthatprovideittherawmaterialsusedtocreateproducts.Suppliers,ifpowerful,canexertaninfluenceontheproducingindustry,suchassellingrawmaterialsatahighpricetocapturesomeoftheindustry'

sprofits.

2.2Powerofbuyers

Thepowerofbuyersdescribestheimpactcustomershaveonanindustry.Whenbuyerpowerisstrong,therelationshiptotheproducingindustrybecomesclosertowhateconomiststermamonopsony.AMonopsonyisamarketwheretherearemanysuppliersandonebuyer.Underthesemarketconditions,thebuyerhasthemostinfluenceindeterminingtheprice.Fewpuremonopsoniesactuallyexist,butthereisoftenaconnectionbetweenanindustryandbuyersthatdetermineswherepowerlies.

2.3BARRIERSTOENTRY/EXIT

Thepossibilityofnewfirmsenteringtheindustryimpactscompetition.Akeyistoassesshoweasyitisforanewplayertoenteranindustry.Themostattractivesegmenthashighentrybarriersandlowexitbarriers.Althoughanyfirmshouldbeabletoenterandexitamarket,eachindustryoftenpresentsvaryinglevelsofdifficulty,commonlydrivenbyeconomics.Manufacturing-basedindustriesaremoredifficulttoenterthanmanyservice-basedindustries.Thedefinablecharacteristicsofeachindustryprotectprofitableareasforfirmsandinhibitadditionalrivalsfromenteringthemarket.Theseinhibitivecharacteristicsarereferredtoasbarrierstoentry.

2.4SUBSITITUTEPRODUCTS

Porter'

sFiveForcesmodelrefersto"

substituteproducts"

asthoseproductsthatareavailableinotherindustriesthatmeetanidenticalorsimilarneedfortheenduser.Asmoresubstitutesbecomeavailableandaffordable,thedemandbecomesmoreelasticsincecustomershavemorealternatives.Substituteproductsmaylimittheabilityoffirmswithinanindustrytoraisepricesandimprovemargins.

2.5RIVALRY

Firmsstrivetosecureacompetitiveadvantageovertheirrivals.Theintensityofrivalryvarieswithineachindustryandthesedifferencescanbeimportantinthedevelopmentofstrategy.

Inpursuinganadvantageoveritsrivals,afirmcanchoosefromseveralcompetitivemoves:

Ø

Changingprices

Improvingproductdifferentiation

Creativelyusingchannelsofdistribution

Exploitingrelationshipswithsuppliers.

2.6SERVICE

Servicecanalsoplayapartintheindustry’sdynamics.Thosecompetitorsthatprovidesuperiorservicemaybringanadvantagetotheircompetitivepositioniftheindustry/customerplacesvalueonthisattribute.Thisisanotherpointofdifferentiationandcanbeakeystrategicelementtoconsider.Ifacompetitorhasaservicecomponentthatisdifficulttoreplicate,itwillprovetoofferastrategicadvantage.

2.7THERESULT

TheNetflixhavetodealwiththethreatofvariouspowerabove,atthesametime,thecompanyhavetofacethemoveofeverytheindustry'

scompetitors.Unlesscompanythinktheconfrontationisnecessaryanditwillhavebenefit,like,willgetalargemarketshare,orelsecompanycanusethebarrierstoentry,includedifferentiationandconversioncosttoprotectcompany.Whencompanyhavedecideitsadvantagesanddisadvantages,companymustbeorientation,soastoprovideguidance,notbeexpectedenvironmentalfactors,suchaschangesindamageproductlifecycle,industrygrowthrateandsoon,andthentoprotectthemselvesandbereadytootherenterprisemovehaveaeffectivelyresponse.

Tosumup,Netflixcanasfaraspossibletheiroperationandcompetitionpower,attempttoaffectrulesofindustry'

scompetition,occupiedfavorablemarketpositionfirst,andthentolaunchoffensivecompetitionactiontodealwiththesefivecompetitiveforces,finallytoenhancecompanysmarketpositionandcompetitivestrength.

3.0UsingtheSWOTAnalysistoanalyse

3.1SWOTanalysis

ItisastrategicplanningmethodusedtoevaluatetheStrengths,Weaknesses,Opportunities,andThreatsinvolvedinaprojectorinabusinessventure.Itinvolvesspecifyingtheobjectiveofthebusinessventureorprojectandidentifyingtheinternalandexternalfactorsthatarefavorableandunfavorabletoachievethatobjective.

Strengths:

characteristicsofthebusinessorteamthatgiveitanadvantageoverothersintheindustry.

Weaknesses:

arecharacteristicsthatplacethefirmatadisadvantagerelativetoothers.

Opportunities:

externalchancestomakegreatersalesorprofitsintheenvironment.

Threats:

externalelementsintheenvironmentthatcouldcausetroubleforthebusiness.

Strengthsandweaknessesanalysisisfocusontheenterpriseitselfstrengthandcomparisonwithitscompetitors.ButtheopportunitiesandthreatsanalysisisfocusontheChangesintheexternalenvironmentandonthepossibleeffectofenterprise.Thecompanyshouldputalltheinternalfactortogetherandthenusetheexternalfactortoassesstheseanalysis.

3.2ThewayoftheSWOTanalysismodel:

A.S-Ostrategiespursueopportunitiesthatareagoodfittothecompany'

sstrengths.

B.W-Ostrategiesovercomeweaknessestopursueopportunities

C.S-Tstrategiesidentifywaysthatthefirmcanuseitsstrengthstoreduceitsvulnerabilitytoexternalthreats

D.W-Tstrategiesestablishadefensiveplantopreventthefirm'

sweaknessesfrommakingithighlysusceptibletoexternalthreats

3.3SWOTAnalysisoftheNetflixcompany

Accordingtotheinformationabove,wehavetheSWOTAnalysisoftheNetflixcompanyasfollowstable:

Internal

ability

External

factor

Strengths

Weaknesses

Strongbrandnames

Goodreputationamongcustomers

LargenumberofDVDtolend

Morefasterandmoreconvenienttoaccessandviewthemovies

DVDDefinitionnotenough

Distributionwayistooold

Singlenessbusinessmodel

Opportunities

S-O

W-O

Withthepopularityofthehometheater,DVDdemandincreased

Anunfulfilledcustomerneed

Expandingmarketingarea

NotonlydotheDVDrentalbutalsodotheSmallarticleexpressservice

Track&

Trance,Command&

control

Renewaltherulesandreadjustpricestoprotectcompany'

sposition

Threats

S-T

W-T

Slowrenewalrate

Competitorsincreased

Emergenceofsubstituteproducts

Improveprofitabilityofmailserviceabroad

Cooperatewithothercompetitorstogetthe"

win-win"

Reducethepriceofrental

ImproveoperationalefficiencytoImprovemarketcompetitiveness

4.0DesignaBalancedScorecardforNetflix

4.1TheBalancedScorecard

Abalancedscorecardconsistsofanintegrated