Deciding which TV to get used to mean settling on a brand name and tube size. Now the consumer must choose from plasmas, LCDs, DLPs, CRTs and front- and rear-projection displays.
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Deciding which TV to get used to mean settling on a brand name and tube size. Now the consumer must choose from plasmas, LCDs, DLPs, CRTs and front- and rear-projection displays.
Netflix Inc., the mail-order DVD rental company, knows a thing or two about direct competition, having seen its stock price tumble after it said online retail leader Amazon.com might enter the fray and retailer Blockbuster Inc. started a DVD-by-mail service.
But Chief Executive Reed Hastings said it's the threat you don't know about, not the obvious one sitting in your face, that poses the biggest risk.
"In the near-term, it's Blockbuster. It's direct competition," he said, when asked what he most worries about.
And over the long run? "You have to keep a really open mind about what could change, whether it's piracy, whether it's downloads, whether it's movies become short, movies become interactive," he said.
"What keeps me up is the unexpected. These are the ones that will kill you, not the ones that you thought."
By day, Mike Kaltschnee is a VP of business development for Index Stock, a provider of photographic images. But by early morning and late evening, he is the writer/editor of HackingNetflix.com, a blog focused on the established DVD-by-mail and incipient movie-on-demand industries.I'm sorry to say, the entire article is available to paid subscribers only. If you have a scan or transcript of the article, please send it in .
"SAN FRANCISCO (Reuters) - Online DVD rental leader Netflix Inc. is prepared to sacrifice profits for as long as five years in order to win up to 20 million U.S. subscribers and fend off major rivals such as Blockbuster and Amazon.com, its CEO said on Wednesday.
Chief Executive Reed Hastings said Netflix, the pioneer of online DVD rental, could capture as much as 20 percent of the U.S. market by extending the strategy it embarked on in October to run at breakeven while spending heavily on marketing.
'Correct,' Hastings said when asked if he was prepared to sacrifice profitability for as much as five years in order to reach 20 million customers, up from 2.6 million currently. 'That's true. We haven't given any guidance on it so therefore it's possible,' he said.
Hastings was speaking to a roomful of reporters at the Reuters Technology Summit in San Francisco."

Q. How did the Hollywood studios react to you in 1999? How did you present Netflix?excerpted from MercuryNews.com | 02/27/2005 | San Jose Mercury News.
A.We tried a number of things, none of which worked until we hired (industry veteran) Ted Sarandos. He knew all the right people. They trusted him. They knew each other. They all had a network of friends that went back 20 years. Ted was able to put those (revenue-sharing) deals together within a year with all the studios. It was very much a hire-the-right-person strategy as opposed to camp-out-on the-doorstep.
Q. How do the studios treat you now?
A. In the first two or three years, the studios were tolerant. And to the degree that they supported us, it was because they wanted more competition in the rental market. Which makes sense for them. And so they were supportive perhaps more than our economics at that time justified.
Now they love us because we do such a great business for them on the hard-to-market films. So, ``Spider-Man 2'' we carry. We have it. Everyone has it. We're not adding any particular value to it. But then, you go into Sony Classics, we do a huge business.
Q. As you examine your innovator's dilemma -- creating a new way of doing business that others attempt to copy -- which companies do you look to for inspiration?
A. The studios know, Wal-Mart is always going to sell more of your DVDs and make you more money. So treat 'em well. But we're going to be the passion brand that helps grow the whole category.
Q. Blockbuster and Amazon are the near-term threats to Netflix. What about long-term threats of video on-demand services?
A. ...the profit on a DVD sale is about $14 to the studio. Whereas VOD or Internet downloads, it's $1 or $2 to the studio. That's why it makes economic sense for the studios to protect DVD sales.
Q. Many analysts predict Netflix will be forced to sell its online service to a larger media company to survive? Is that the case?
A. In the near term, over the next couple of years, we're a strong independent company leading the DVD rental business. As the development of Internet delivery comes, it may be that we need to be part of a Viacom, a Disney, a Yahoo, to compete effectively. We'll see at that juncture. But in terms of the DVD rental business, we're strong, profitable, have $175 million in cash, no debt, we have no need to be part of someone.''
"Winning an Oscar still means a spike in theater ticket sales. And with DVD sales and rentals now representing more than 60% of a studio's revenue, spending even as much as $15 million on an Academy Award campaign can be a good investment. In this 15-minute culture, Oscar is one brand that lasts.This means all the nominees and winners will have "long wait" status on Netflix and other online DVD rental services, unless they're smart and buy more copies. Read more about Oscar campaigning (registration required)
"That money comes back in spades in terms of more rentals, more sell-through [video purchases], more television fees…. The bottom line is those awards have a life probably as long as that statue," said Russell Schwartz, president of marketing for New Line, which took home a bushel of Oscars last year for the third part of its "Lord of the Rings" trilogy.
IN retrospect, Mr. Hastings wishes he had waited longer to go public. By the time the investment bankers were willing to sell shares in Netflix, the company was no longer desperate for the $94 million it ended up raising in its initial public offering.
"In hindsight, what triggered Amazon and Blockbuster to compete with us is they could see how profitable we were and how fast we were growing," Mr. Hastings said. It has also meant that Mr. Hastings is constantly fending off analysts and commentators who are convinced that long-term survival requires that he sell the company to a large suitor to ward off the competition.
Netflix has $175 million in cash and is carrying no debt, Mr. Hastings noted, and it has "no desire or need to be acquired."
Mr. Hastings anticipates that it will be 2010, if not 2015, before a lot of the movie-watching public is downloading films over the Internet. Mr. Hastings is convinced that the same features that draw people to his DVD rental service will induce them to use his service to download digitally delivered movies. Netflix has devoted millions of dollars to building an easily navigated Web site while it refines a complex software system that recommends movies based on customer ratings.
"If we differentiate the Web site well enough, with rating histories and other features consumers want, that's our strategic leverage" once people start receiving movies via the Internet, Mr. Hastings said.
"CustomFlix today announced it has extended its On-Demand DVD Publishing service to now offer members distribution opportunities with top retail and rental programs including Walmart.com, Wal-Mart DVD Rentals, Amazon.com Marketplace, Amazon.com Advantage, Netflix, CinemaNow, GreenCine, Froogle, and Yahoo!Shopping.
An industry first, CustomFlix has put in place a series of programs and relationships that streamlines access to top worldwide rental, retail and online video-on-demand distribution companies. CustomFlix members have the opportunity to include their title for consideration by all of these top companies in one step via the new CustomFlix Connect program.
"Content owners and independent producers want to get the best exposure and placement possible for their films," said Geoff Grant, independent filmmaker of The Journeymen, the first-ever modern tennis documentary made with circuit pro's including Andre Agassi, Boris Becker, and Goran Ivanisevic. "CustomFlix Connect makes that possible. The CustomFlix turnkey service offered everything I needed including on-demand DVD production and fulfillment. Thanks to CustomFlix, my film The Journeymen is now available at Netflix, Amazon.com and other sites."
Expedia and NetFlix have something in common—they both changed whole industries. Do you know anyone who doesn't buy plane tickets online? I don't. And that includes my low-tech parents who have now mastered the nuances of HotWire. In another five years, you may not know anyone who pays late fees either. Barton sees similar opportunities still looming across the net. Media is a big one. "We have all this broadband and I can't get old episodes of Seinfeld on the web. That is wrong and it won't last," he says.[I reckon he ain't heard of BitTorrent, eh?--B]
"I can definitely say we wouldn't be where we are today without our loyal Zip.ca members. Thanks to their support, we are about to ship our one millionth DVD at some point in the next week or so," continued Anderson. [Tiny compared to Netflix, which ships three million per week--B]
...
Zip.ca offers Canada's most extensive DVD library (over 26,000 titles and growing) and best prices for DVDs rentals. Zip.ca provides members with 24/7 online convenience for creating and managing their own personal ZipLists of must-see DVDs, and daily delivers thousands of DVDs right to members' doors across Canada. For a low monthly membership fee, Zip.ca provides unlimited DVD rentals, with no deadlines, no late fees, and free two-way shipping."
"Home networks and broadband content services still intimidate people, or even worse... consumers don't understand why they even need a network, as noted by a recent research study by Harris Interactive. But hope still remains. I think if CinemaNow wants to breakdown the barrier the company needs to partner with cable/satellite providers and integrate their service into the set-top box.[emphasis mine] Think of it as “enhanced” video-on-demand where cable/satellite subscribers can order past episodes (not to mention CinemaNow's entire movie rental library) through the interface they're already familiar with."
There are any number of equally attractive genres and subgenres neglected by the traditional DVD channels: foreign films, anime, independent movies, British television dramas, old American TV sitcoms. These underserved markets make up a big chunk of Netflix rentals. Bollywood alone accounts for nearly 100,000 rentals each month. The availability of offbeat content drives new customers to Netflix - and anything that cuts the cost of customer acquisition is gold for a subscription business. Thus the company's first lesson: Embrace niches.
Netflix has made a good business out of what's unprofitable fare in movie theaters and video rental shops because it can aggregate dispersed audiences. It doesn't matter if the several thousand people who rent Doctor Who episodes each month are in one city or spread, one per town, across the country - the economics are the same to Netflix. It has, in short, broken the tyranny of physical space. What matters is not where customers are, or even how many of them are seeking a particular title, but only that some number of them exist, anywhere.
Traditionally, the Chinese red envelope holds lucky coins often called I ching coins or small precious gifts for gift giving. The red envelope is given to bring good luck, prosperity and happiness to the recipient. Red is the symbol of happiness and ultimate joy, thus the color red is used for all celebrations including weddings and Chinese new year.
"Our goal is to provide a high level of customer service and operate a financially sound business. Depending on inventory and number of shipments to be processed, heavy users of our service might experience a slight delay in receiving movies."Read more
Dear Manuel,
Thanks for your message.
In determining priority for shipping and inventory allocation, we give priority to those members who receive the fewest DVDs through our service. As a result, those members who receive the most movies may experience next-day shipping and receive movies lower in their Queue more often than our other members. By prioritizing in this way, we help assure a balanced experience for all our members. Those that rent a lot of movies get a great value and those with lighter viewing habits are able to count on our service to meet their limited needs.
If you have any further questions or concerns, please feel free to contact us.
Thanks,
*******,
Netflix Customer Service
"A major initiative for Netflix sometime in 2005 is the planned premiere of video on demand, considered the future of movie viewing. Users will be able to download films over the Internet rather than having to wait for them to be delivered by mail.
Only a limited number of movies are going to be available at first, [NetFlix founder Reed] Hastings said. He added that initial customer interest will be modest, but then grow every year until the end of the decade as more films become available and more households get high-speed Internet connections.
Several Internet companies such as Movielink and Cinemanow already offer online movie downloads. Cable companies have had equivalent services over their lines for several years.
'Two years from now, I think we'll be looking back more at how Netflix handled the challenge of video on demand than how it responded to Blockbuster, Amazon and Wal-Mart,' [Mark] Mahaney, [an analyst for American Technology Research] said. "
"The GreenCine Online Film Festival will target high-quality, feature-length films screened by a distinguished jury including production executives, film journalists, talent agents and video technologists. To be held June 1st to June 26th on GreenCine.com, the new festival presents an opportunity for serious filmmakers to present their work to a much larger audience than a traditional film festival. Winning films will be available for download in their entirety in secure, DVD-quality DivX video to a global audience. Viewers will be able to watch the winning films on any PC or on televisions through one of 20 million DivX Certified consumer electronics devices available from most major manufacturers. "
John Antioco, Blockbuster's chief executive, said in a statement his company is "disappointed" that Hollywood entered into a deal with Movie Gallery "without giving Blockbuster a fair opportunity to participate in the auction process."Read more.
Nonetheless, Blockbuster is evaluating what price it might be willing to pay to top Movie Gallery, including the termination fee -- as much as $27 million -- it would have to hand over if it breaks up a Movie Gallery-Hollywood transaction.
Parents can use Profiles to control their children's queues by setting limits on the MPAA rating of movies that their children can browse and add to their individual queues. Parents can determine if their children's queues should allow G, PG, PG-13 or R movies. To assist parents, Netflix also launched its Select-by-Age categories, making browsing and selecting movies easier and more time efficient. Parents can search by age across 30,000 titles to select suitable entertainment for their children. Netflix offers five Select-by-Age categories: Ages 0-2, Ages2-4, Ages 5-7, Ages 8-10 and Ages 11-12. All kid-friendly movies, cartoons, educational programs and television shows available on Netflix are classified within these age-specific categories.Read more
SACRAMENTO -- South Bay Sen. Debra Bowen on Thursday defended her decision not to confirm the popular chairman of the state Board of Education, who had bipartisan support but had come under fire from Latinos for his positions on bilingual education.Read more.
Bowen, D-Redondo Beach, wound up the swing vote in blocking Gov. Arnold Schwarzenegger's nomination of Reed Hastings from advancing to the full Senate."
Following its launch last July of an online DVD rental service, Blockbuster Inc. posted the sharpest year-to-year gain in online holiday season 2004 average weekly traffic—to 2.89 million unique visitors from 593,000, up 387%—among online retailers, comScore Networks Inc. reports. Walmart.com still led in total weekly traffic, with 10.55 million, up 68% from 6.28 million.Read more.
Eric Walz, the owner of Lexington's 10 Blockbuster stores, is ignoring his parent company's nationwide advertising blitz and continues to charge customers a $2-per-day late fee. Don Whitaker, the owner of five other Central Kentucky Blockbuster stores, has taken a similar tack.Read more.