Netflix companyWord格式文档下载.docx
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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
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