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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Netflix
內容大綱
Netflix, the online movie rental subscription service, did not contend with significant direct competition in online DVD rentals for six years until Blockbuster, the movie rental chain giant, entered the market in 2004 and began a price war. After that point, CEO Reed Hastings's company scrambled to maintain share and remain profitable. Investors balked at the impact direct competition had on margins and the unlikely sustainability of price cutting against a behemoth competitor. When Amazon began signaling an intention to enter the market in 2005, Hastings had at least two major decisions to make: whether to drop prices to match Blockbuster, and whether to stay the course with regard to his historic strategy of "business-as-usual" when a competitor emerged on the scene.