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Harvard Case - MoviePass

"MoviePass" Harvard business case study is written by Willy Shih. It deals with the challenges in the field of Strategy. The case study is 14 page(s) long and it was first published on : Feb 23, 2019

At Fern Fort University, we recommend that MoviePass, in its current state, should cease operations. The company's business model, predicated on unsustainable pricing and a lack of strategic alignment, has proven to be fundamentally flawed. We suggest a complete restructuring, focusing on a more sustainable, data-driven approach, potentially involving a pivot to a subscription-based model with tiered pricing and targeted offerings. This strategy would prioritize long-term viability over short-term growth, emphasizing value creation through data analytics, strategic partnerships, and a focus on customer segmentation.

2. Background

MoviePass, a start-up founded in 2011, disrupted the traditional movie theatre industry with its innovative subscription-based model. For a flat monthly fee, subscribers could watch an unlimited number of movies in theatres. This 'all-you-can-eat' approach, fueled by venture capital, initially attracted millions of subscribers, driving a surge in movie theatre attendance. However, MoviePass's aggressive pricing strategy, coupled with a lack of robust data analytics and strategic planning, led to significant financial losses and ultimately, its downfall.

The main protagonists in this case study are:

  • Mitch Lowe: The CEO of MoviePass, a seasoned entrepreneur with experience in the entertainment industry.
  • Ted Farnsworth: The founder of MoviePass, a visionary entrepreneur who initially spearheaded the company's disruptive approach.
  • The Movie Theatre Industry: The traditional players, such as AMC Theatres and Regal Cinemas, who initially resisted MoviePass but eventually sought to adapt to the changing landscape.

3. Analysis of the Case Study

MoviePass's downfall can be attributed to a combination of strategic missteps and a lack of foresight. We can analyze these issues using Porter's Five Forces, the Ansoff Matrix, and the BCG Matrix:

Porter's Five Forces:

  • Threat of New Entrants: High. The subscription model was relatively easy to replicate, leading to a surge in competitors.
  • Bargaining Power of Buyers: High. Consumers had numerous choices, and the low price point gave them significant leverage.
  • Bargaining Power of Suppliers: Low. MoviePass was not dependent on any single supplier, and the theatre chains were eager to attract customers.
  • Threat of Substitutes: High. Streaming services like Netflix and Amazon Prime offered a convenient and cost-effective alternative to going to the cinema.
  • Competitive Rivalry: High. The market was characterized by intense competition, with numerous players vying for market share.

Ansoff Matrix:

MoviePass initially pursued a Market Penetration strategy, aiming to capture a large share of the existing market with its low-cost subscription model. However, this strategy proved unsustainable, leading to a shift towards Market Development by expanding into new markets and diversifying its offerings. This expansion, however, lacked strategic planning and ultimately failed.

BCG Matrix:

MoviePass can be categorized as a Question Mark in the BCG Matrix. The company had high market growth potential but low market share, requiring significant investment to sustain its growth. However, its unsustainable pricing strategy and lack of data-driven decision making prevented it from achieving a dominant market position.

4. Recommendations

To ensure long-term viability, MoviePass needs to fundamentally restructure its business model and adopt a more sustainable approach. We recommend the following:

  • Pivot to a Tiered Subscription Model: Offer different subscription levels with varying benefits, such as different movie viewing limits, discounts on concessions, or access to exclusive screenings. This would allow MoviePass to cater to different customer segments and generate revenue based on their willingness to pay.
  • Data-Driven Pricing and Targeting: Utilize data analytics to understand customer preferences, viewing habits, and spending patterns. This will enable MoviePass to develop targeted pricing strategies, personalized offers, and customized content recommendations.
  • Strategic Partnerships: Collaborate with movie studios, theatre chains, and other entertainment companies to offer exclusive content, discounts, and other value-added services. This will enhance the value proposition and attract new customers.
  • Focus on Customer Segmentation: Identify distinct customer segments based on demographics, preferences, and spending habits. This will allow MoviePass to tailor its marketing efforts, pricing strategies, and content offerings to specific customer groups.
  • Embrace Technology and Analytics: Invest in advanced technology and data analytics platforms to optimize operations, personalize customer experiences, and gain valuable insights into market trends.

5. Basis of Recommendations

These recommendations are based on a comprehensive analysis of MoviePass's current situation, considering its core competencies, external customers, competitors, and the overall attractiveness of the market.

  • Core Competencies and Consistency with Mission: MoviePass's core competency lies in its ability to leverage technology to disrupt traditional business models. This recommendation aligns with its mission by focusing on data-driven decision making and innovative product offerings.
  • External Customers and Internal Clients: The tiered subscription model caters to the diverse needs of customers, offering a range of options based on their preferences and spending habits.
  • Competitors: By embracing data analytics and strategic partnerships, MoviePass can differentiate itself from competitors and create a unique value proposition.
  • Attractiveness: The tiered subscription model, coupled with data-driven targeting, has the potential to generate sustainable revenue streams and achieve profitability.

6. Conclusion

MoviePass's initial success was driven by its disruptive innovation and aggressive pricing strategy. However, this unsustainable approach led to its downfall. By restructuring its business model, embracing data analytics, and focusing on a more strategic approach, MoviePass can potentially achieve long-term viability and become a sustainable player in the evolving entertainment industry.

7. Discussion

Other alternatives not selected include:

  • Continuing the current model: This is not recommended due to its inherent unsustainability.
  • Selling the company: This could be a viable option, but it would require a buyer willing to invest in a turnaround strategy.

The key risks associated with the recommended approach include:

  • Competition: The market is highly competitive, and new entrants could emerge.
  • Customer adoption: Customers may not be receptive to the tiered subscription model.
  • Data privacy concerns: The use of data analytics could raise privacy concerns.

8. Next Steps

To implement the recommended strategy, MoviePass should follow these steps:

  • Phase 1 (0-6 months): Conduct a comprehensive market analysis, develop a tiered subscription model, and finalize data analytics strategies.
  • Phase 2 (6-12 months): Launch the tiered subscription model, implement data-driven pricing and targeting, and establish strategic partnerships.
  • Phase 3 (12-18 months): Monitor performance, refine strategies based on data insights, and expand into new markets.

By taking these steps, MoviePass can transform itself from a disruptive force to a sustainable and profitable player in the evolving entertainment industry.

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Case Description

Mitch Lowe, the CEO of MoviePass, was having trouble convincing people of the viability of the company's business model. The company was building a multi-sided platform, and was planning to extract value from increasing traffic to movie theaters through a number of mechanisms. It also appeared to making assumptions around its flat-rate pricing model. By making some assumptions, this case affords an opportunity for students to practice with discovery-driven planning.

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