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Internal Environment of: Netflix
You will start with Operations and Logistics all the things you see in red.
Site 5 credible sources 
Answer each question in paragraph form/ make it all flow 6/7 pages.

Internal Environment:
Strengths and Weaknesses (SWOT)

Corporate Structure
How is the corporation structured at present?
Is the decision-making authority centralized around one group or decentralized to many units?
Is the corporation organized on the basis of functions, projects, geography, or some combination of these?
Is the structure clearly understood by everyone in the corporation?
Is the present structure consistent with current corporate objectives, strategies, policies, and programs, as well as with the firm’s international operations?
In what ways does this structure compare with those of similar corporations?

Corporate Culture
Is there a well-defined or emerging culture composed of shared beliefs, expectations, and values?
Is the culture consistent with the current objectives, strategies, policies, and programs?
What is the culture’s position on environmental sustainability?
What is the culture’s position on other important issues facing the corporation (that is, on productivity, quality of performance, adaptability to changing conditions, and internationalization)?
Is the culture compatible with the employees’ diversity of backgrounds?
Does the company take into consideration the values of the culture of each nation in which the firm operates?

Corporate Resources

Marketing
What are the corporation’s current marketing objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?
How well is the corporation performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? How dependent is the corporation on a few customers? How big is its market? Where is it gaining or losing market share? What percentage of sales comes from developed versus developing regions? Where are current products in the product life cycle?
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does marketing provide the company with a competitive advantage?
How well does the corporation’s marketing performance compare with that of similar corporations?
Are marketing managers using accepted marketing concepts and techniques to evaluate and improve product performance? (Consider product life cycle, market segmentation, market research, and product portfolios.)
Does marketing adjust to the conditions in each country in which it operates?
Does marketing consider environmental sustainability when making decisions?
What is the role of the marketing manager in the strategic management process?

Finance
What are the corporation’s current financial objectives, strategies, and policies and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?
How well is the corporation performing in terms of financial analysis? (Consider ratio analysis, common size statements, and capitalization structure.) How balanced, in terms of cash flow, is the company’s portfolio of products and businesses? What are investor expectations in terms of share price?
What trends emerge from this analysis?
Are there any significant differences when statements are calculated in constant versus reported dollars?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does finance provide the company with a competitive advantage?
How well does the corporation’s financial performance compare with that of similar corporations?
Are financial managers using accepted financial concepts and techniques to evaluate and improve current corporate and divisional performance? (Consider financial leverage, capital budgeting, ratio analysis, and managing foreign currencies.)
Does finance adjust to the conditions in each country in which the company operates?
Does finance cope with global financial issues?
What is the role of the financial manager in the strategic management process?

Research and Development (R&D)
What are the corporation’s current R&D objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance or budgets?
Are they consistent with the corporation’s mission, objectives, strategies and policies, and with internal and external environments?
What is the role of technology in corporate performance?
Is the mix of basic, applied, and engineering research appropriate given the corporate mission and strategies?
Does R&D provide the company with a competitive advantage?
What return is the corporation receiving from its investment in R&D?
Is the corporation competent in technology transfer? Does it use concurrent engineering and cross-functional work teams in product and process design?
What role does technological discontinuity play in the company’s products?
How well does the corporation’s investment in R&D compare with the investments of similar corporations? How much R&D is being outsourced? Is the corporation using value-chain alliances appropriately for innovation and competitive advantage?
Does R&D adjust to the conditions in each country in which the company operates?
Does R&D consider environmental sustainability in product development and packaging?
What is the role of the R&D manager in the strategic management process?

Operations and Logistics
What are the corporation’s current manufacturing/service objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?
What are the type and extent of operations capabilities of the corporation? How much is done domestically versus internationally? Is the amount of outsourcing appropriate to be competitive? Is purchasing being handled appropriately? Are suppliers and distributors operating in an environmentally sustainable manner? Which products have the highest and lowest profit margins?
If the corporation is product-oriented, consider plant facilities, type of manufacturing system (continuous mass production, intermittent job shop, or flexible manufacturing), age and type of equipment, degree and role of automation and/or robots, plant capacities and utilization, productivity ratings, and availability and type of transportation.
If the corporation is service-oriented, consider service facilities (hospital, theater, or school buildings), type of operations systems (continuous service over time to the same clientele or intermittent service over time to varied clientele), age and type of supporting equipment, degree and role of automation and use of mass communication devices (diagnostic machinery, video machines), facility capacities and utilization rates, efficiency ratings of professional and service personnel, and availability and type of transportation to bring service staff and clientele together.
Are manufacturing or service facilities vulnerable to natural disasters, local or national strikes, reduction or limitation of resources from suppliers, substantial cost increases of materials, or nationalization by governments?
Is there an appropriate mix of people and machines (in manufacturing firms) or of support staff to professionals (in service firms)?
How well does the corporation perform relative to the competition? Is it balancing inventory costs (warehousing) with logistical costs (just-in-time)? Consider costs per unit of labor, material, and overhead; downtime; inventory control management and scheduling of service staff; production ratings; facility utilization percentages; and number of clients successfully treated by category (if service firm) or percentage of orders shipped on time (if product firm).
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does operations provide the company with a competitive advantage?
Are operations managers using appropriate concepts and techniques to evaluate and improve current performance? Consider cost systems, quality control and reliability systems, inventory control management, personnel scheduling, TQM, learning curves, safety programs, and engineering programs that can improve efficiency of manufacturing or of service.
Do operations adjust to the conditions in each country in which it has facilities?
Do operations consider environmental sustainability when making decisions?
What is the role of the operations manager in the strategic management process?

Human Resources Management (HRM)
What are the corporation’s current HRM objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?
How well is the corporation’s HRM performing in terms of improving the fit between the individual employee and the job? Consider turnover, grievances, strikes, layoffs, employee training, and quality of work life.
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does HRM provide the company with a competitive advantage?
How does this corporation’s HRM performance compare with that of similar corporations?
Are HRM managers using appropriate concepts and techniques to evaluate and improve corporate performance? Consider the job analysis program, performance appraisal system, up-to-date job descriptions, training and development programs, attitude surveys, job design programs, quality of relationships with unions, and use of autonomous work teams.
How well is the company managing the diversity of its workforce? What is the company’s record on human rights? Does the company monitor the human rights record of key suppliers and distributors?
Does HRM adjust to the conditions in each country in which the company operates? Does the company have a code of conduct for HRM for itself and key suppliers in developing nations? Are employees receiving international assignments to prepare them for managerial positions?
What is the role of outsourcing in HRM planning?
What is the role of the HRM manager in the strategic management process?

Information Technology (IT)
What are the corporation’s current IT objectives, strategies, policies, and programs?
Are they clearly stated or merely implied from performance and/or budgets?
Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?
How well is the corporation’s IT performing in terms of providing a useful database, automating routine clerical operations, assisting managers in making routine decisions, and providing information necessary for strategic decisions?
What trends emerge from this analysis?
What impact have these trends had on past performance and how might these trends affect future performance?
Does this analysis support the corporation’s past and pending strategic decisions?
Does IT provide the company with a competitive advantage?
How does this corporation’s IT performance and stage of development compare with that of similar corporations? Is it appropriately using the Internet, intranet, and extranets?
Are IT managers using appropriate concepts and techniques to evaluate and improve corporate performance? Do they know how to build and manage a complex database, establish Web sites with firewalls and virus protection, conduct system analyses, and implement interactive decision-support systems?
Does the company have a global IT and Internet presence? Does it have difficulty with getting data across national boundaries?
What is the role of the IT manager in the strategic management process?

Summary of Internal Factors
Which of these factors are core competencies? Which, if any, are distinctive competencies? Which of these factors are the most important to the corporation and to the industries in which it competes at the present time? Which might be important in the future? Which functions or activities are candidates for outsourcing?

FRANK T. ROTHAERMEL AUSTIN GUENTHER
Netflix, Inc. It’s not Netflix that’s making the changes. It’s the Internet. – Reed Hastings, Netflix CEO1 At the 2017 Golden Globe awards, Netflix CEO Reed Hastings applauded from his front row
seat as he watched screenwriter Peter Morgan approach the podium. Netflix content executives Ted Sarandos and Cindy Holland were seated beside Hastings. Peter Morgan’s Netflix-produced original series “The Crown” had just won the award for best television drama. The biographical series about Queen Elizabeth II prevailed over formidable competitors including HBO’s “Westworld” and “Game of Thrones.” With a budget of 100 million British pounds, “The Crown” was also one of the most expen-sive dramas ever made.2 This fact was not lost on Hastings. Standing behind the microphone, Morgan looked out into the audience for the Netflix executives. “Ted, Reed, Cindy–Thank you,” he began the acceptance speech.3
After returning to his hotel that evening, Hastings reflected on the career that had taken him, a
former vacuum cleaner salesman, onto the red carpet. His thoughts quickly wandered back to Netflix’s business matters. The annual report would be released in two weeks. With Netflix’s stock trading at record highs, investors were looking for numbers to justify Netflix’s $55 billion market capitaliza-tion. Winning Golden Globes is noteworthy, but Netflix lived as much on Wall Street as it did in Hollywood and Silicon Valley. Netflix had a negative free cash flow of $1.7 billion in 2016.4 How could Netflix ensure that it was spending money on the right content? Netflix was now operating its stream-ing service in 190 countries worldwide and needed to cater its licensed and original content to a much more diverse audience than ever before. Also on Hastings’ mind was Netflix’s sometimes contentious relationship with internet service providers (ISPs). Netflix relied on ISPs to deliver its high-bandwidth content to subscribers. How could Netflix ensure that the ISPs would provide the high-speed con-nections required to deliver streaming content to its subscribers? Finally, Netflix was facing tougher competitors. Amazon, HBO, and Hulu were investing heavily in streaming content too. As Netflix approached its twentieth year, how could Netflix keep subscribers loyal and acquire new ones?

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