TY  - JOUR
AB  - Despite its clear leadership position, Blockbuster was running out of places in which to open new stores. As the growth and profitability of its traditional video rental business slowed, James Hilmer, chief marketing officer, evaluated two growth opportunities: set up virtual reality parlors within existing video stores, the test marketing of which had shown positive results; or leverage its retailing skills by diversifying into specialty retailing of merchandise from entertainment properties of its partners Viacom and Paramount. In this effort to grow by brand extension, Hilmer analyzes which option lets Blockbuster leverage its existing brand the most. How do the two market segments compare in terms of size, existing and future competition, investment requirements and returns, and Blockbuster's ability to grow and defend itself in the segment?
VL  - 
IS  - 
SN  - 2474-6568
DO  - 10.1108/case.kellogg.2016.000042
UR  - https://doi.org/10.1108/case.kellogg.2016.000042
AU  - Sawhney Mohanbir
PY  - 2017
Y1  - 2017/01/01
TI  - Blockbuster Entertainment Corp.: Growth Strategies for 1995
T2  - Kellogg School of Management Cases
PB  - Kellogg School of Management
SP  - 1
EP  - 7
Y2  - 2024/04/19
ER  -