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  "documentTitle": "Blockbuster Video | Activist Presentation Deck | 24 slides",
  "authorId": "blockbuster-video",
  "authorName": "Gregory S. Meyer",
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  "sourceTypeLabel": "Activist investor",
  "presentationDate": "2010-06-01 00:00:00",
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  "pageNumber": 24,
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  "notes": "This slide outlines a turnaround plan for Blockbuster (BBI) during its decline, referencing competitors like Netflix, Redbox, and Family Video.",
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      "text": "Drive traffic to stores via intelligent/low-cost/viral advertising. Improve store experience and customer service. Optimize pricing to provide more compelling/flexible customer value proposition. Re-engage alienated customer base (and store employees) to achieve organic turnaround in same store sales. Cross fertilization of store-based best practices from bottom up- why are some stores so profitable and others money losers? What can BBI offer in store that Netflix and Redbox can't? Look at what other successful brick-and-mortar video retailers (such as the 600-location Family Video chain) are doing.",
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      "text": "Continue to reduce costs: SG&A in Q1 2010 > Q1 2009 despite reduced store base",
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      "text": "Optimize portfolio of physical stores per Movie Gallery/Hollywood Video closures and look for lease re-negotiation opportunities, smaller footprint, retail sublease opportunities",
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      "text": "Rationalize cost structure to reflect reduced revenue base: 242,615 sf class A office space at Dallas HQ/850,000 sf distribution center in McKinney, TX, 38 by mail distribution centers throughout US, country head offices in Buenos Aires, Argentina; Toronto, Canada; Uxbridge, England; Milan, Italy; Herlev, Denmark; and Mexico City, Mexico",
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      "text": "Outsource/Optimize ordering/scheduling of independent titles to 3rd party to reduce costs and improve flow of customers into stores between major releases",
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      "text": "Phase 2: Stabilize Cashflow from Core Store Base",
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