文档介绍：BMGT 500
Strategic Management
December ,13 , 2013
Term member: Nicole Joyce
Kelly Richard Jack
13-12-13
Content
Introduction
External/Industry Analysis
Internal Analysis
mendations
a. market size of the industry
b. key ess factors(KSF) of the industry
c. competitive environment of the industry
d. make a conclusion on the attractiveness of the industry
Current corporate strategy assessment
SWOT analysis
Problem Identification
Overview
pany was established in 1997 and is headquartered in started its subscription-based digital distribution service in 1999, and by 2009 it was offering a collection of 100,000 titles on DVD and had surpassed 10 million subscribers.
Mission
How to make pany’s service offerings even better
How to stay ahead of petitors
Vision
The DVD format
Growing a large DVD subscription business
Objective
To continue to grow a large DVD subscription business
To expand rapidly into -based delivery of content as that market segment developed.
Market Size
In-store rentals(2007 revenues of $ billion)
Rentals via mail(2007 revenues of $ billion)
Video-on-demand(2007 revenues of $ billion)
Vending machines(2007 revenues of $400 billion)
Driving Forces
Technology
Blu-ray
High-definition
Electronics
PCs, DVD, and DVR
Key ess Factor
Convenience:
Large selection
Location
Fast and easy access
mendation software
Cost:
Low price
Grow Revenues By Expanding Monthly Service Plans
Easy Selections Process
Utilize Technology Advances
Rival Firms
Substitute goods
buyer
supplier
New entrants
Rivalry peting sellers are strong,
there are four causes:
Rivalry firms: Redox, Blockbuster, Netflix.
Industry products are ing more alike.
pany tries to offer more appealing products than petitors.
Buyers costs to switch brands are low.
Industry products are ing more alike or else weakly differentiated
The pressure from the substitute
products is weak:
Substitutes: movie theaters, TV programs, purchasing DVDs, Vi