TerriFinkley_Netflix
Of the three value disciplines that were discussed in the course, the one which best describes Netflix as a company is product leadership, because Netflix was and still is consistently providing its customers with cutting edge and innovative services and enhancing its products for maximum ease of use. Although this was not well explained by the CEO when there was the infamous fee increase, this is what the event was leading up to, because technological advances were swiftly increasing so the mail in DVD services was becoming obsolete. Netflix was providing its customers with what would eventually become one of the most popular and duplicated streaming services worldwide. Netflix’s intention was to increase the ease …show more content…
Therefore, I would not consider this new innovation to be autonomous because was created in house using the same team and processes as the previous innovations. The example used this course was the development of a new engine type by General Motors (GM). The definition of autonomous learned in this course is to be pursued independently from other innovations. To profit from the streaming services, Netflix had to develop new systems and technology; however, the company’s intention was to pursue both innovations. The only factor that would make online streaming autonomous is the fact that once it was developed, could stand-alone from the other service being provided by the company, however this could only happen after the success of the DVD rental business. In regards to Blockbuster, there online streaming service was autonomous, as the venture was pursued when the company was either nearing the end of its original rental services. Both ventures were separate. This shift from store rentals to online streaming makes Blockbusters streaming services autonomous, contrasting with Netflix. This significant factor of autonomous vs. systemic innovation in its services is a major reason Netflix became so successful when compared with its …show more content…
The company failed to digitize its assets at a time when technology was skyrocketing, unlike its competitor Netflix that was able to reduce costs through DVD service and less physical space. The company also failed to combine data across industries, trade data and codify its capability. As Blockbuster was once the leader in video rentals, it failed to innovate within other fields (as Netflix did with Sony and Microsoft) or capitalizes on the company’s power by codifying its business for other company’s use. It also did not use its physical data to its advantage, as the one of the main reasons for its failure was the unwillingness to eliminate late fees, penalizing its customers. Blockbuster would have to completely change its business model to compete, so all of these patterns led to Blockbuster’s
Of the three value disciplines that were discussed in the course, the one which best describes Netflix as a company is product leadership, because Netflix was and still is consistently providing its customers with cutting edge and innovative services and enhancing its products for maximum ease of use. Although this was not well explained by the CEO when there was the infamous fee increase, this is what the event was leading up to, because technological advances were swiftly increasing so the mail in DVD services was becoming obsolete. Netflix was providing its customers with what would eventually become one of the most popular and duplicated streaming services worldwide. Netflix’s intention was to increase the ease …show more content…
Therefore, I would not consider this new innovation to be autonomous because was created in house using the same team and processes as the previous innovations. The example used this course was the development of a new engine type by General Motors (GM). The definition of autonomous learned in this course is to be pursued independently from other innovations. To profit from the streaming services, Netflix had to develop new systems and technology; however, the company’s intention was to pursue both innovations. The only factor that would make online streaming autonomous is the fact that once it was developed, could stand-alone from the other service being provided by the company, however this could only happen after the success of the DVD rental business. In regards to Blockbuster, there online streaming service was autonomous, as the venture was pursued when the company was either nearing the end of its original rental services. Both ventures were separate. This shift from store rentals to online streaming makes Blockbusters streaming services autonomous, contrasting with Netflix. This significant factor of autonomous vs. systemic innovation in its services is a major reason Netflix became so successful when compared with its …show more content…
The company failed to digitize its assets at a time when technology was skyrocketing, unlike its competitor Netflix that was able to reduce costs through DVD service and less physical space. The company also failed to combine data across industries, trade data and codify its capability. As Blockbuster was once the leader in video rentals, it failed to innovate within other fields (as Netflix did with Sony and Microsoft) or capitalizes on the company’s power by codifying its business for other company’s use. It also did not use its physical data to its advantage, as the one of the main reasons for its failure was the unwillingness to eliminate late fees, penalizing its customers. Blockbuster would have to completely change its business model to compete, so all of these patterns led to Blockbuster’s