OM in the News: The Life Cycle of the Netflix DVD

“Products are born. They live and they die. They are cast aside by a changing society,” we write in Chapter 5 (Design of Goods and Services, on page 162). And so it is with Netflix DVDs. The headline in The Wall Street Journal (April 21, 2023) reads “Netflix is Mailing its Last DVD, The Die-Hards are in Mourning.”

Netflix said it would close the DVD-rental business it was built upon after shipping more than 5.2 billion discs in 25 years. Viewer tastes—and Netflix’s core revenue pool—have shifted to streaming. Many movie buffs and DVD die-hards have clung to the Netflix DVD service even after others decided discs were too cumbersome. Subscribers say they like the service because Netflix has a bigger catalog of older films than they can find on any streaming platform.

When Netflix first started mailing DVDs, it was a revolutionary alternative that saved subscribers a trip to video rental stores like Blockbuster or Hollywood Video. Subscribers can choose up to three movies or TV shows at a time, and the company sends those discs in the mail.

Netflix has known since 2009 that its DVD business would go the way of other aging technologies as broadband internet access became faster and more affordable. The company began investing more in original streaming content than in new DVDs. That strategy paid off. Netflix’s streaming service ended the first quarter with more than 232 million subscribers. (It had 40 million DVD subscribers over its lifetime).

Netflix didn’t say what it plans to do with its disc catalog after it mails its final DVD in September. Subscribers need to send back their last discs by Oct. 27. Figure 5.2 in your Heizer/Render/Munson text illustrates the sales, cost, profit, and loss in a life cycle such as this.

Classroom discussion questions:

  1. Describe the 4 phases of this product’s life cycle.
  2. Name three other products and identify the phase each is in.

OM in the News: Netflix Streamlines its Old Business

The Netflix Fremont, CA. factory
The Netflix Fremont, CA. factory

It was just past sunrise at Netflix’s Fremont, CA., DVD operations hub, where metallic arms whirred in a giant glass box and rolling carts holding millions of DVDs lined the walls”, writes The New York Times (July 27, 2015). The company’s iconic red envelopes buzzed through an assembly line at the other end of the warehouse. The machine sucked a returned Netflix mailer into the system and then proceeded to slice open the envelope, identify and clean the disc inside, check that the DVD worked and reinsert it into the original sleeve. That disc was then returned to the storage carts or shipped out to another customer who had requested the title.

About 3,400 discs zip through the rental return machine each hour, 5 times as many as when teams of Netflix employees used to process the discs by hand. The machine symbolizes the way Netflix has managed to maintain a profitable physical DVD operation even as it transforms itself into a global streaming service. Netflix has 5.3 million DVD subscribers, a significant falloff from its peak of about 20 million in 2010; still, the division continues to churn out hundreds of millions of dollars in profit each year. And behind the scenes, OM analysts are trying to improve customer service and streamline the labor-intensive process of returning, sorting and shipping millions of DVDs each week.

Netflix has kept a core base of DVD customers, particularly in rural zones with lackluster Internet service and among people who want access to the breadth of its selection. To hold on to those profitable customers, Netflix continues to deploy state-of-the-art technologies that help trim costs as well as improve customer service. In Fremont, Netflix used to employ about 100 people to handle the returning, sorting and shipping of the DVDs. Today, about 25 employees work through the night, largely assisting the machines.  “Embrace change — that’s what I’ve learned here at Netflix,” says the general manager.

Classroom discussion questions:

1. Why does Netflix continue to invest in warehouse technology?

2. What OM tools discussed in Chapter 7 would be useful to Netflix?