Rosults for Bloctbusto Notlis, and Coinstar in 2009 (in milionsof TABLE 2-5 Blockbuster 4,062 1,670 1,884 ,178 591 saes general, and administratve 2,020 2,533 399 Ope ating ncome 192 84 Net inco me trom continaung operations (518 29 Net income (558) 116 54 ASSETS Recevables 79 61 639 37 104 ota cutrent assets 411 1,060 391 Property and equpment at cost 266 ,374 759 Accumu ated deprecation (134) 358) (2.125) 132 400 Net prope-ty elant, and equipment 249 680 1,538 lota assets experimenting with bth pay-per-rental and subscrip- software, movies that were likely to be in stock were n tton, the company seuled on a subscription-based strai- onmcnded to customers. When thc distribution een egy by the end of 1999. By 2010. Netflix had 13 illion received a watched DVD back from a custoier, a no members and was the world's largest subscription scr- one from the customer's rental queue was shippod ou vioc, scuding DVDs by mail and streaming movies and These distribution centers were highly automated k icleisa on epis.des 'n er uhe lnicn ct. For SS 99 a month, rapid processing and wre located within dnving dista c Nethlis members could have any of more than 100,000 of several U.S. Postal Service processing facilities. Neth DVD utles delivernd to their homes aud could instmtly estimated that it would spend about $600 million in 20 w atch a srualler set of television episodes and movics on shipping expenses. surcamed to their tclevisions and computers. Neulix slupped some 2 muillion discs daily in the United States. ing to studios that had historically seen little revean Neuflix focused ius straiegy around offering a large from this content. Nenix bought older DVDs fron st variety of udes. helping customers navigate titdes with a dios at cost and, in turn, provided them a percentage e sophistucated necommcndation engine, and ensuring that the suhscription revenuc based on utilization for renasl iikes reached cusiomers quickly. Whercas a bricks-and over a specified period (typically 6-12 months). Fo mortar rental store typically carried about 3,000 titles, in newer content, Netnlix did not sttempt to serve the cotis 2010 Neulis offered its customers a selection of mone initial rush of rental demand. Given the higher initial cn than 100,000 DVD titles. most of which were old of purchase, the corapany purchased only a limited aurm releases. In 20x, about 70 percent of he DVDs shipped ber of new release IDVDs, preferring insicad to wait a fe by Neulis were tiules with relcase daies older than thir wecks and buy the bulk of its Netflix's ability to rent older titles was very appel tomxers could put new utkes into their queues and roce 1 60 regional distribu- them when the DVDs becuve available in stock. Between 2005 and 2009, Netlix delivered exccih systcms to urack custoncrs' DVD queucs As uh disribu lent financial resalts and grew revenues by 150 pence the surotng teen wocks In 2010. Neuflix had about distribu- tion centers across the Uated States, with sophisticated werc lisked to the recommendation and profius by about 175 percent. Despite ion center Moxesses Scanned by Easy Scanner Rosults for Bloctbusto Notlis, and Coinstar in 2009 (in milionsof TABLE 2-5 Blockbuster 4,062 1,670 1,884 ,178 591 saes general, and administratve 2,020 2,533 399 Ope ating ncome 192 84 Net inco me trom continaung operations (518 29 Net income (558) 116 54 ASSETS Recevables 79 61 639 37 104 ota cutrent assets 411 1,060 391 Property and equpment at cost 266 ,374 759 Accumu ated deprecation (134) 358) (2.125) 132 400 Net prope-ty elant, and equipment 249 680 1,538 lota assets experimenting with bth pay-per-rental and subscrip- software, movies that were likely to be in stock were n tton, the company seuled on a subscription-based strai- onmcnded to customers. When thc distribution een egy by the end of 1999. By 2010. Netflix had 13 illion received a watched DVD back from a custoier, a no members and was the world's largest subscription scr- one from the customer's rental queue was shippod ou vioc, scuding DVDs by mail and streaming movies and These distribution centers were highly automated k icleisa on epis.des 'n er uhe lnicn ct. For SS 99 a month, rapid processing and wre located within dnving dista c Nethlis members could have any of more than 100,000 of several U.S. Postal Service processing facilities. Neth DVD utles delivernd to their homes aud could instmtly estimated that it would spend about $600 million in 20 w atch a srualler set of television episodes and movics on shipping expenses. surcamed to their tclevisions and computers. Neulix slupped some 2 muillion discs daily in the United States. ing to studios that had historically seen little revean Neuflix focused ius straiegy around offering a large from this content. Nenix bought older DVDs fron st variety of udes. helping customers navigate titdes with a dios at cost and, in turn, provided them a percentage e sophistucated necommcndation engine, and ensuring that the suhscription revenuc based on utilization for renasl iikes reached cusiomers quickly. Whercas a bricks-and over a specified period (typically 6-12 months). Fo mortar rental store typically carried about 3,000 titles, in newer content, Netnlix did not sttempt to serve the cotis 2010 Neulis offered its customers a selection of mone initial rush of rental demand. Given the higher initial cn than 100,000 DVD titles. most of which were old of purchase, the corapany purchased only a limited aurm releases. In 20x, about 70 percent of he DVDs shipped ber of new release IDVDs, preferring insicad to wait a fe by Neulis were tiules with relcase daies older than thir wecks and buy the bulk of its Netflix's ability to rent older titles was very appel tomxers could put new utkes into their queues and roce 1 60 regional distribu- them when the DVDs becuve available in stock. Between 2005 and 2009, Netlix delivered exccih systcms to urack custoncrs' DVD queucs As uh disribu lent financial resalts and grew revenues by 150 pence the surotng teen wocks In 2010. Neuflix had about distribu- tion centers across the Uated States, with sophisticated werc lisked to the recommendation and profius by about 175 percent. Despite ion center Moxesses Scanned by Easy Scanner