When strengths become weaknesses  OCT 13 2010

Using Blockbuster and Netflix (and Redbox) as an example, James Surowiecki writes about how big incumbent companies can lose out to smaller upstarts.

The problem -- in Blockbuster's case, at least -- was that the very features that people thought were strengths turned out to be weaknesses. Blockbuster's huge investment, both literally and psychologically, in traditional stores made it slow to recognize the Web's importance: in 2002, it was still calling the Net a "niche" market. And it wasn't just the Net. Blockbuster was late on everything -- online rentals, Redbox-style kiosks, streaming video. There was a time when customers had few alternatives, so they tolerated the chain's limited stock, exorbitant late fees (Blockbuster collected about half a billion dollars a year in late fees), and absence of good advice about what to watch. But, once Netflix came along, it became clear that you could have tremendous variety, keep movies as long as you liked, and, thanks to the Netflix recommendation engine, actually get some serviceable advice. (Places like Netflix and Amazon have demonstrated the great irony that computer algorithms can provide a more personalized and engaging customer experience than many physical stores.) Then Redbox delivered the coup de grace, offering new Hollywood releases for just a dollar.

From Scott McCloud, here's Blockbuster's new logo.

Read more posts on kottke.org about:
Blockbuster   business   James Surowiecki   Netflix   Scott McCloud

kottke.org

Front page
About + contact
Site archives

Subscribe

Follow kottke.org on Twitter

Follow kottke.org on Tumblr

Like kottke.org on Facebook

Subscribe to the RSS feed

Advertisement

Ads by The Deck

Support kottke.org shop at Amazon

And more at Amazon.com

Looking for work?

More at We Work Remotely

Kottke @ Quarterly

Subscribe to Quarterly and get a real-life mailing from Jason every three months.

 

Enginehosting

Hosting provided EngineHosting