改變有能力使一個組織變得更好或使其消亡。當成功地處理和管理變更時，就會產生成功和增長。Netflix的成功，以及Blockbuster的最終消亡，都說明了在面對外部技術和產業變革時，提供類似產品和服務的企業是如何興衰的。在Netflix最初運營的幾年里，Netflix和Blockbuster都提供紙質的電影租賃服務。大片,無縫地幸存下來從家用DVD技術,提供其服務的零售地點客戶可以瀏覽電影選項放在架子上,讓他們的選擇,并支付初始費用根據不同的因素,如最近的電影是如何釋放,或有多少夜晚客戶想租它。起初，Netflix采用了與Blockbuster類似的商業模式，即按租金付費，但Netflix的客戶會到Netflix的網站進行租賃選擇，然后郵寄到客戶家中，而不是在零售店。然而，在對這種原始方法進行了短暫的初步嘗試后，Netflix的商業模式出現了訂閱功能，但反響平平。訂閱會員可以租一部電影，想租多長時間就租多長時間，或者以一個月的費用把它還回去租另一部電影——允許會員以一個固定的價格租多少部電影就租多少部(Lotz, 2017)。兩家公司的商業模式由此產生的差異，開始了Netflix在業內的成功，以及它對百視達等間接競爭對手的統治。百視達嚴重依賴高額滯納金產生的收入來創造很大一部分收入，作為其商業模式的一部分。Netflix可以為他們的服務收取更少的費用，并且由于運營成本的降低，從他們的商業模式中消除滯納金。Netflix的消費者友好的模式，沒有滯納金，低成本和廣泛的媒體選擇壓倒了即時的方便，去一個街角的商店取一晚上的電影為許多消費者(Satel, 2014)。到2003年4月，Netflix的訂戶已經達到100萬。為了應對Netflix的競爭威脅，Blockbuster在2004年8月推出了一項每月19.99美元的不限量在線租賃訂閱服務，但當時Netflix已經在市場上確立了自己的地位和客戶群，阻礙了Blockbuster的風險投資潛力.
<标题> Change has the capacity to better an organization or demise of it. When change is handled and managed successfully, success and growth will result. Netflix’s success, and Blockbuster’s eventual demise are examples of how organizations offering similar products and services can either thrive or fail in the face of external technological and industrial changes. During Netflix’s initial years of operation, both Netflix and Blockbuster offered physical hard copy movie rentals. Blockbuster, which had seamlessly survived the change from VHS to DVD technology, provided its services by means of retail locations where costumers could browse movie options on shelves, make their selection, and pay the initial fee based on various factors such as how recently the film was released, or how many nights the customer wished to rent it for. Originally, Netflix used a similar business model as Blockbuster, basing their services on pay per rental basis, but rather than having retail locations, Netflix customers would go to the company’s website to make their rental selection, that would then be mailed to the customer’s home. However, after a short initial trial of this original method and receiving lackluster response, Netflix introduced a subscription feature to its business model. Subscription members could rent a movie, keep it for however long they wished or return it to rent another for one monthly fee – allowing members to rent as many movies as they wished for one fixed price (Lotz, 2017). The differentiation this created between the two companies’ business models began Netflix’s success in the industry and its domination over its indirect competitors, such as Blockbuster. Blockbuster was heavily dependent on revenues generated from hefty late fees to create a large portion of their revenue as part of their business model. Netflix could charge less for their services, and eliminate late fees from their business model due to their decreased cost of operations. Netflix’s consumer-friendly model of no late fees, low cost and wide media selection overpowered the immediate convenience of going to a corner store to pick up a movie for a night for many consumers (Satel, 2014). By April of 2003, Netflix had reached one million subscribers. Blockbuster launched its response to Netflix’s competitive threat by implementing an online unlimited rental subscription service for the fixed price of $19.99 per month in August of 2004, but by this time Netflix had already established its place and customer base in the market, impeding on Blockbuster’s venture potential