PROJECT REPORT ON :

BLOCKBUSTER

A PROJECT REPORT
ON
“WHY ORGANIZATION FAILS”

Submitted in partial fulfillment of

BS Management Science 2 n d Semester
(Session 2022-26)

DEPARTMENT OF MANAGEMENT SCIENCE

Submitted To: Submitted By:

Mr. Nouman Nasir Malik Malik Abdullah Wazir
PROJECT REPORT ON :
BLOCKBUSTER

Controlling how you operate is paramount to success. It seems the

word ‘control’ has negative connotations in modern business, but it’s
Controlling how you operate is paramount to success. It seems the
word ‘control’ has negative connotations in modern business, but it’s

vital. I’m not talking about a top-down approach to running your

business where every single thing goes through you. In this context,
control means your ability to respond to the situation you face.

If lose a customer do you spit the dummy or evaluate why they left and
put in place control measures to ensure you don’t have a repeat
circumstance?

It’s what you go in these situations that determines how long your
business journey lasts.

But control goes beyond just customer care, it also needs to be in place
throughout your business development to enable you to effectively
pivot when needed.
PROJECT REPORT ON :
BLOCKBUSTER
PROJECT REPORT ON :
BLOCKBUSTER

Using the example above, if your target is $100k per month and you
miss the mark consistently, something is not working. Putting controls
in place becomes your identifier for when you start going off-track and
not achieving targets.

Evaluation and control works in many ways

Over the last six months, I’ve been speaking with a client of mine who
has told me his fitness and healthy eating has taken a battering since
he started his business. It makes sense (and happened to me), with the
hard slog and hours that go into creating a business it’s no wonder
health and fitness are not made a priority.

Yet for my client, he felt it was starting to impact his mindset and
wanted to correct it. We devised a plan to get him to lose weight and
recommit to his health — we called it our Charter of Commitment.

First, we evaluated his situation like working hours, meals and exercise
and put measures in place to monitor what we did. For him, a weekly
goal was:

 2–3 litres of water per day

PROJECT REPORT ON :
BLOCKBUSTER
 3–4 exercise sessions per week

 No processed sugars during the week

To control his situation, we conducted weekly video calls to monitor

progress and address why/when he fell short (on some occasions).

It’s pleasing to say this form of evaluation and control has worked
wonders for him, he’s lost six kilos and has refound his motivation and
that’s leading to new client interest in what he does.

This idea was so beneficial that I joined in with his Charter of

Commitment and noted down what I needed to improve. I’ve since
upped my exercise and lost weight too.

The 4 steps to evaluate and control

To ensure you’re building-in correct evaluation and control measures,
here are the three steps you need to implement:

Define the parameters that need to be measured

Successful evaluation of any strategy begins with defining the

parameters that need to be measured. Parameters that are measurable
or quantifiable will help you evaluate your progress accurately.

Measure your actual results against your plan

PROJECT REPORT ON :
BLOCKBUSTER
Successfully executing or implementing a strategy will produce results.
But do the results you got match what was needed according to your
plan? If not, you need to re-evaluate and make changes or take
corrective actions.

Monitor internal and external issues

Monitoring internal and external issues will enable you to react to any
substantial change in your business environment. Internal and
external issues are constantly evolving, so any data gained in this stage
should be retained to help with future strategies.

Gauge your progress

Gauge your progress against your objectives by evaluating whether you

have effectively followed the steps you outlined and whether these
actions have produced the desired results. Upon review, if you
determine the strategy is not moving the company towards your goal,
take corrective actions.

Blockbuster will go down in history as one of those business stories you

don’t want to be. But the reality is, you don’t have to be like them if
you’re prepared to evaluate your situation and control your operation.

This will help you to re-evaluate whether the strategy you implemented
and the results you obtained from their execution met your long-term
PROJECT REPORT ON :
BLOCKBUSTER
and short-term goals — and if it will move your business closer to
achieving your Ultimate Objective.

It makes sense that if you can’t evaluate and control your progress you
can’t tell if you are moving forwards or backwards. In hindsight, I bet
Blocked wished they’d paid more attention to evaluation and control.

The Wrong Decisions

Blockbuster is a reminder that the size of an established franchise network doesn’t make it
invincible — it is about making the right strategic moves. For example, the video rental
franchise’s most notorious fail (the video-streaming service is valued at $194 billion today).

“John [Antioco, former CEO of Blockbuster] had an opportunity to acquire Netflix,” said Alan
Payne, a former Blockbuster franchise owner, in the documentary. “His words were, they
laughed him [Netflix founder Reed Hastings] out of the room.”

In 2004, , unleashing what would prove to be the beginning of the end for Blockbuster. At that
time, the documentary notes the franchise was at its peak, with 9,000 brick-and-mortar stores
worldwide and one Blockbuster opening every 17 hours. By 2011, when it had 600 stores.
Today, only one store remains — the titular last Blockbuster — in Bend, Oregon.

THE END