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百视达公司发展历史和市场策略case study

日期:2018年01月15日 编辑:ad201405131543434640 作者:无忧论文网 点击次数:3420
论文价格:免费 论文编号:lw201501222253141525 论文字数:2647 所属栏目:Case Study范文
论文地区:美国 论文语种:English 论文用途:案例 Cae Study

Blockbuster case study


基于美国百视达公司 ,其连锁商店关注录像带,视频游戏和DVDs的分销。以往记录显示目前其业绩最好是在2009年,那时有大约60000名员工。2010年1月,在美国和其他17个国家该公司有超过5000家门店,总部位于德克萨斯州的达拉斯市区,在文艺复兴时期大楼(Ferrell & Hartline, 2008)。刚开始开始,百视达公司享有很高的利润,然而,随着视频租赁行业竞争对手的进入,尤其是Netflix,利润开始大幅下滑。最终,在2010年9月,百视达公司申请破产,导致其媒体被Grapevine公司、GameStop公司和其他一些公司收购。


经大卫·库克调查发现,该公司在1985年在德克萨斯州收购了第一家店(Hill &Jones,2008)。库克有相关数据,一种经验,帮助他创建了百视达公司 ,开设一些销售点后,他在德克萨斯州的加兰建了一个仓库,花费600万美元。百视达公司做出此项贡献是因为它能够为不同社区提供不同的包装。掌握每个社区的需要,通过当地的商店试图满足这些特定需求。例如,如果某一街区有很多孩子,那么本地商店将有孩子的电影。此外,在视频行业经常会有新片,和种类繁多的产品目录。


在1993年,百视达公司建议与维亚康姆(Viacom)合并,然而,在这两家公司的股票下跌后,维亚康姆在1994年购买了百视达公司。曾轰动一时的百视达娱乐公司,后来该公司改名为百视达公司。在同一时间,其媒体因百视达视频转变成百视达公司而出名。1996年,该公司将其总部从佛罗里达州劳德代尔堡转移到文艺复兴时期大楼,即现在的达拉斯。2002年,该公司收购了电影贸易公司,此次收购使百视达公司DVDs和视频游戏有了更多的了解,并发布了新产品。同年,该公司收够了Gamestation,在英国的视频游戏分销公司。


Based in America, Blockbuster Inc. chain of storesis concerned with distribution of videotapes, video games and DVDs. It recorded its best performance yet in 2009, when it had about 60,000 employees. In January of 2010, the company had over 5,000 stores in the United States and in 17 other countries. Its headquarters are based in Downtown Dallas in Texas, at the Renaissance Tower (Ferrell & Hartline, 2008). Starting out, Blockbuster Inc. enjoyed high profits. However, with entry of competitors in the video renting industry, particularly Netflix, it began experiencing significant drops in profit. Eventually, in September 2010, Blockbuster Inc filed for bankruptcy, resulting in a take-over of some of its outlets by Grapevine, GameStop, among other companies.


百视达公司的历史和背景—History and Background of Blockbuster

Founded by David Cook, the company acquired its first store in 1985 in Texas (Hill & Jones, 2008). Cook had a background in handling databases, an experience that helped him start Blockbuster Inc. After opening a few outlets, he constructed a warehouse in Garland, Texas, at a cost of USD6 million. The factor that contributed most to the rise of Blockbuster is that it was able to provide different packages for different neighborhoods. It understood the needs of each neighborhood and sought to meet these specific needs through the local stores. For instance, if a particular neighborhood was filled with children, then the local store would stock up with children films. In addition, it always had the latest arrivals in the video industry, and a wide range of products in it catalogue.


In the year 1993, Blockbuster Inc. suggested a merger with Viacom. However, after the fall in the shares of both companies, Viacom bought Blockbuster in 1994. Formerly known as Blockbuster Entertainment Corporation, the company rebranded itself as Blockbuster Inc. In the same stride, its outlets known as Blockbuster Video were changed to Blockbuster. In 1996, the company moved its headquarters from Fort Lauderdale in Florida to the current location at Renaissance Tower in Dallas. In 2002, the company bought the Movie Trading Company. This acquisition enabled Blockbuster Inc. to learn more about DVDs and video games, and introduce new products. In the same year, the company bought off Gamestation, a video game outlet in the UK (Ireland, Hoskisson & Hitt, 2008).

In 2004, Blockbuster broke off from Viacom, and began introducing new products into the market. The company initiated Game Pass and Game Rush, serving about 450 of its outlets. Thereafter, Blockbuster started trading in games and DVDs. After the exit of John F. Antioco as the company’s CEO, James W. Keyes, the incumbent, proposed new strategies for the business. Among them was doing away with Total Access, an online service which had long been unprofitable. In its place, he introduced a retail oriented in-store model (Chain Store Age). Furthermore, he introduced the use of check cards to obtain movies and video games. Come 2009, the company, in collaboration with National Cash Register, NCR, started to put up Blockbuster Express Kiosks in a bid to effectively compete with Redbox (Schermerhor