Entity Relationship Diagram of a Video Rental Store

EliteVideo is a startup company providing concierge DVD kiosk service in upscale neighborhoods. EliteVideo can own several copies (VIDEO) of each movie (MOVIE). For example, the store may have 10 copies of the movie “Twist in the Wind”. “Twist in the Wind” would be one MOVIE and each copy would be a VIDEO. A rental transaction (RENTAL) involves one or more videos being rented to a member (MEMBERSHIP). A video can be rented many times over its lifetime, therefore, there is a M:N relationship between RENTAL and VIDEO. DETAILRENTAL is the bridge table to resolve this

Blockbuster implemented a new strategy for customers to access their rentals in “five channels of distribution: in-store, by mail, through vending machines and kiosks, online, and at home (direct to the TV)” (DATAMONITOR, 2009). However, this strategy was a reactive approach to the problem produced ten years behind schedule. Wooldridge et al., (2007) stated that Blockbuster should select and adapt their strategy to respond to the fast changing market and maintain a competitive position. This was an obvious failure for Blockbuster. The changes in the market produced a decline in profit at a faster pace than the strategies that Blockbuster implemented to combat these losses.

The approach taken in this paper is to understand the database design of the hotel reservation system and the management across all the data accessing process. The hotel reservation system has not provided a complete automation process as of now. Customer satisfaction is the biggest challenge for the hotel industry. Software problems are considered as the prime issue for the hotel industry not to be able to provide satisfactory service. Avoiding these problems and to put

Redbox is a DVD/Blu-Ray rental company which utilizes kiosk machines placed in convenient, high-traffic locations. The first Redbox kiosk was opened by McDonald’s in 2002. Redbox was later purchased by Coinstar, Inc., and over the years, Redbox has rented over one billion movies and has grown to more than 27,000 locations in restaurants, grocery stores, pharmacies and convenience stores nationwide. Redbox proves to be a very unique way to rent DVD’s and by the nature of Redbox’s rental process, most businesses would benefit from the increased traffic generated by having a kiosk machine at their location. This type of relationship proves to be a win-win situation for both Redbox and the businesses which

By getting the word out through major portals, Yahoo, MSN, and AOL, and through its relationship with BestBuy, consumers were deluged with information about the Netflix service. The company offered free trials addressed the skeptics of a radically new service, and resulted in high conversion rates to continuing customers. The recurring transaction model helped consumers adopt the discipline of selecting films each week but without pressure. Furthermore, this process allowed consumers to order movies through a centralized and regional warehouse mechanism created efficiencies similar to what Amazon developed. Mail order catalog systems would be difficult for movies, but using the Internet let people both order and pay online(Carmia, 2002).

Instead of various local chain stores, Netflix operated from a single virtual store that offered customers new rental features. The web services platform utilized customization and a user-friendly design to facilitate renting movies. “CineMatch,” a proprietary developed application, tailored the virtual store to each subscriber. This technology produced customized rental suggestions for customers while maximizing potential inventory. “CineMatch” incorporated a subscriber rating system of past rentals to generate more efficient and personalized future recommendations. The web-based services also improved selection through the ability to easily browse Netflix’s large inventory catalog and add selections to a personalized “Queue,” which lists movies customers have scheduled to receive. Instead of being forced to navigate through the traditional genre and alphabetized catalog, Netflix offered an easier movie selection process. Besides the selection efficiencies, members have the ability to share ratings, reviews, and movie selections with each other through the “Community” feature.

Additionally these changes propelled the difficulties Blockbuster experienced which made it difficult for them to successfully grow within those situation. Blockbuster was further restricted with mounting debt they acquired over time, and with new competitors on the rise other strategies were required to meet the demands of their customers (Kuzyk, 2010). Not neglecting the fact that Blockbuster made relentless efforts to increase their networks a declining market share due to reduced customer demands within its customary store fronts was evident. Blockbuster also faced challenges with a gap between rentals and their availability for sale (Davis & Higgins, 2013). At this time competitors provided their customers with access to order movies

The main purpose of this paper is to show how Blockbuster is using information technology to gain a competitive advantage, and if it has in fact achieved a competitive advantage. The first section of the paper is an industry analysis detailing the ins and outs of the movie rental business. The next section, Company Analysis, we will describe in

The motion picture industry is a competitive business. More than 50 studios produce a total of 300 to 400 new motion pictures each year, and the financial success of each motion picture varies considerably. The opening weekend gross sales ($millions), the total gross sales ($millions), the number of theaters the movie was shown in, and the number of weeks the motion picture was in the top 60 for gross sales are common variables used to measure the

The rise and the advancements of the internet through faster broadband speed levels and greater reach and affordability has resulted in the successes of many businesses like those of online streaming services. Streaming services such as Netflix, Stan, Foxtel, Quickflix, BigPond Movies and many others have seized on the ability to distribute movies online for a lower price than many independent stores, or even large-scale ones, forcing many to close and others to face extinction. One of the large-scale franchise stores which is of great interest to mention and talk about throughout this report is Blockbuster. (Davis & Higgins, 2013) states that ‘Giant Movie Gallery and Blockbuster, driven by physical rental stores, began struggling to compete with streaming and mailing platforms. Both were driven into bankruptcy because they failed to

Movie studios have gone to great lengths in stopping pirated movies or channels that distribute their movies without consent from the producers. Fair use is another tricky subject and many people are content with snippets of a popular series or are fine with watching an entire visual novel or listening to an book audio instead of purchasing the novel from a store or website. Thus, best cost has become more nuanced and allowed for more tricky approaches to attracting customers with free material that is bundled with priced add on or free material that is kept afloat with volunteer payments or optional payed bonus extras. For example, a studio may create a movie and have the ticket be valid for watching in a theater but also later viewing at home. It dissuades customers from illegally purchasing the movie due to the cost strategy being convenient and flexible to consumer taste. The strategies are different yet today are being utilized and evolving with the pressures of new competition along with customer perception. Knowing how to appeal to a customer's perception of pricing while offering a quality product are the key to sustaining a proper strategy in our changing

Different categories of each music and DVD section are of different target markets and each segment can be addressed with an individually targeted marketing mix. All of these distinctive categories have met the criteria for effective market segmentation as they are easily identified, comprise all the needs demanded by customers provided with a variety of music and video in each store, accessible in the case of which the customers can purchase their products through online official website or in store and also stable in the way that they are able to establish their reputations known worldwide.

In its prime, Blockbuster Video held a considerable advantage in the video rental industry. The company’s large presence within the industry allowed for the company to build a competitive advantage through its ability to reach a much larger consumer base through multiple channels as well as hold the majority of shares within the market (Harress, 2013). Unfortunately, the company was not able to sustain this advantage long term for a multitude of reasons.

With the introduction of new technologies and the development of electronics products, people are now having more opportunities to view movies. However, home viewing is still the most popular way of watching movies. Accordingly, Movie rental has become an industry. This essay will give a detailed analysis of the global leader in the movie rental industry, Blockbuster.

Consumer: flexibility in scheduling allows the theatre to respond to changing consumer demand for films (reputation and word-of-mouth is very important is influencing the success of any new film)