改变有能力使一个组织变得更好或使其消亡。当成功地处理和管理变更时，就会产生成功和增长。Netflix的成功，以及Blockbuster的最终消亡，都说明了在面对外部技术和产业变革时，提供类似产品和服务的企业是如何兴衰的。在Netflix最初运营的几年里，Netflix和Blockbuster都提供纸质的电影租赁服务。大片,无缝地幸存下来从家用DVD技术,提供其服务的零售地点客户可以浏览电影选项放在架子上,让他们的选择,并支付初始费用根据不同的因素,如最近的电影是如何释放,或有多少夜晚客户想租它。起初，Netflix采用了与Blockbuster类似的商业模式，即按租金付费，但Netflix的客户会到Netflix的网站进行租赁选择，然后邮寄到客户家中，而不是在零售店。然而，在对这种原始方法进行了短暂的初步尝试后，Netflix的商业模式出现了订阅功能，但反响平平。订阅会员可以租一部电影，想租多长时间就租多长时间，或者以一个月的费用把它还回去租另一部电影——允许会员以一个固定的价格租多少部电影就租多少部(Lotz, 2017)。两家公司的商业模式由此产生的差异，开始了Netflix在业内的成功，以及它对百视达等间接竞争对手的统治。百视达严重依赖高额滞纳金产生的收入来创造很大一部分收入，作为其商业模式的一部分。Netflix可以为他们的服务收取更少的费用，并且由于运营成本的降低，从他们的商业模式中消除滞纳金。Netflix的消费者友好的模式，没有滞纳金，低成本和广泛的媒体选择压倒了即时的方便，去一个街角的商店取一晚上的电影为许多消费者(Satel, 2014)。到2003年4月，Netflix的订户已经达到100万。为了应对Netflix的竞争威胁，Blockbuster在2004年8月推出了一项每月19.99美元的不限量在线租赁订阅服务，但当时Netflix已经在市场上确立了自己的地位和客户群，阻碍了Blockbuster的风险投资潜力.
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