Rating Transformation Of Digital Time

On the horizon, Blockbusters number of competitors should steadily increase from new emerging technologies. If Blockbuster extends into the realm of VOD, Legal Movie Downloads, or Digital Video Recorders (DVR), it must realize there are existing and powerful players in these markets already. This new technology is shaping the market for many deals or partnerships. They will face fierce competition, but in the future, Blockbuster must not find it self on the outside looking in.

Intensity of Competitive Rivalry: The threat of rivalry is relatively low. The movie rental industry is dominated by a few firms, namely Blockbuster, and Movie Gallery (which liquidated all itself in 2010). However they are in competition with other industries such as cable and satellite companies, VOD services and sites like Hulu and Amazon.

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.

There are a lot of strong competitors: Blockbuster, Apple, Red box, and etc… Beside, product in this industry is not differentiated. On the other hand, the products and services are not difficult to imitate. This market is very competitive.

Fritz, Ben. (April-2011). "Dish Network wins bidding for assets of bankrupt Blockbuster." In the Los Angeles Times. Retrieved March-17, from the website;

As we began to watch the movie “A Wrinkle in Time,” we found many differences such as, at the beginning of the story Meg has a flashback of her father unlike in the book. This is an example of the directors not following the story line. As she has this flashback it is foreshadowing her and Charles Wallace finding their father. Another example of the director not following the original story line is in the movie “A Wrinkle in TIme,” they show Mrs.Murray looking up the tesseract unlike in the book. This also is showing foreshadowing because Meg see that her father is stuck in the tesseract the thing her mom was looking up. So, now she knows why she hadn’t seen her father in a five or six years.

For the first Common Hour President Porterfield spoke to the student body and faculty assembled about the value of a liberal arts education and defended it against the growing number of critics. The critiques came from many different voices, from education experts to entrepreneurs like Mark Cuban; however, their message is the same. A liberal arts education is for the rich and wealthy. Studying a range of topics from philosophy to sociology doesn’t help put people into the jobs they need to survive in this economy. A liberal arts education is an extravagance that belongs to the generations that came before. President Porterfield went on to discuss

I am well acquainted with hourly rounding. My organization has tried numerous times to implement hourly rounding and for many reasons, the effort is never hardwired. Although the implementation of hourly rounding is very effective as proactive way to prevent falls many organization struggles with sustaining rounding. Some of the barriers are lack of staff buy-in, acuity levels, staffing, and poor documentation workflows (Toole, Meluskey, & Hall, 2016). In our post-fall huddles, one of the questions asked is, when was the patient last seen. In many cases, it is more than an hour. If the patient has more contact with the staff, the risk of falling is less. One new technology that we are about to roll out is a new call system that will track

Currently the competitive forces in the movie rental marketplace are not very strong. There are not very many players seeking to gain share in the market. The only competitors that come to mind when thinking of the movie rental marketplace are Netflix, Blockbuster and Red box. The evolution of technology has allowed many people to stream movies from online at no charge, for most and without any required subscription. Places like Blockbuster and Movie Stop are not as vivid as they have been in previous years due to the market shifting

Both of the top competitors, homegain.com and Market Leader could not shake the dominate position of Zillow. The amount of 2010 annual sales for Market leader is $24.43 million which is not comparable to the date of Zillow, $30.47 million. (http://subscriber.hoovers.com)

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.

The next study that is examined was the Five Competitive Forces. This shows the industry’s competitors, threats of new entrants and substitutes, and the power of the customers and suppliers. The main rival competitors within the TV service providers industry are Dish Network, Direct TV, Comcast Cable, Time Warner Cable, and Atlantic Broadband. The rivalry of these competitors could lead to lower profits due to price competition and new technology as each is trying to stay competitive in the industry.

The presence of Netflix and Blockbuster in the movie rental industry has assisted me in developing this analysis of each corporation’s strength, weaknesses, opportunities, and threats as followed:

Step 1: Identify the specific competitive pressures associated with each of the five forces Step 2: Evaluate the strength of each competitive force Step 3: Determine whether the collective strength of the five competitive forces is conducive to earning attractive profits. (Thompson, Strickland and Gamble 2008:54) Competitive rivalry Blockbuster reached a peak of 9,094 company-operated and franchised movie rental stores worldwide. However, when Blockbuster launched an online subscription service in 2004, it met the strong competitor, Netflix, which already had more than 2 million subscribers. Netflix offered a wider choice of subscription plans from $8.99 to $47.99. And it also developed proprietary software to provide subscribers with detailed information about each title in the Netflix library. Netflix offered a high quality service by giving one-business-day delivery capability for most of the subscribers. These kinds of service and performance cause the rivalry to be

As suggested by the Porter model, a firm must evaluate any anticipated rivalries in potential markets. Netflix is unique in cost effective and economically designed streaming subsxcription services. Giants cable companies like