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  "docId": "019de50e-8663-70bc-b209-bbe1aca3f6be",
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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": 9,
  "pageCount": 24,
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  "slideType": "problem_statement",
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  "density": "balanced",
  "nDataPoints": 6,
  "notes": "The slide uses a comparative analysis to highlight strategic failure.",
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      "text": "While Blockbuster's base of brick-and-mortar stores have suffered, it's multi-channel strategy has been poorly executed:\nOnline/By Mail Subscribers: As of December 31, 2005, there were approximately 1.2 million BLOCKBUSTER Online subscribers vs. 4.2 million for Netflix, a difference of 3 million. As of December 31, 2010, Netflix had grown to over 12 million subscribers while Blockbuster had last reported just 1.6 million subscribers as of October 2009. For every one subscriber Blockbuster added during that time period, Netflix added 20.\nKiosks: Redbox locations grew from <200 in early 2005 to 24,000+ kiosks during Fernandes' tenure on the Blockbuster Board, generating $773.5 million in revenue in 2009 from kiosks.\nTo date, Blockbuster has not reported a single dollar of revenue from its kiosk deal with NCR, due to poorly negotiated terms- yet these very kiosks are competing with Blockbuster's own stores.",
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      "kind": "title",
      "text": "Poor Execution of its Multi-Channel Distribution Strategy",
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      "evidence": "Compares Blockbuster performance against Netflix and Redbox to highlight strategic failure.",
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      "arcName": "Overcoming the Monster",
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