Business Advice: My 3 Point Plan to revamp and save MoviePass…

Theater subscription service MoviePass is losing $20 Million every single month and is on its way to an embarrassing shut down if it doesn’t make some big changes with some fresh ideas to shake up the current wtf-were-they-thinking system. Luckily I have those changes that can save them right here for them to ignore and close-anyway over but don’t say I didn’t tell-ya-so.

Some ways I thought of that I expected the company to try by now and still recommend to them here publicly and free of charge are:

Offer more services than just the theater Subscription thing

Pre-Orders – Compete with services like Fandango and offer users a one-account place to order theater tickets online without a membership and then add some perks to those who DO get the membership and want things like additional tickets for non-MoviePass holders.

Rentals – Compete with the all-but-ignored DVD mailing wing that still exists under Netflix and the once-popular-but-still-available RedBox rental system. Maybe even merge with or acquire RedBox and let any MoviePass members rent from any RedBox kiosk with their MoviePass card at a discount, with special-tier’ed members getting access to unlimited movie rentals (*just one at a time but otherwise “all you can watch”).

Streaming – Get in on this space. Currently there exists Netflix, Hulu, the WalMart owned Vudu as the top paid services. I recommend acquiring or duplicating the model of free/ad supported services like Pluto TV and Tubi, which both stream online and through smart TV apps. MoviePass should make the brand synonymous with movie watching whether its at home or in theaters and then cross market the platforms to each group so that a person watching an older movie on their MoviePass app on TV at home gets a steady feed of trailers and promotions for movies currently in theaters and coming soon.

Offer a Premium Pass Membership

MoviePass never let you see 3D or IMAX movies under any circumstances. This seems like a big waste instead of just offering an up-sell membership tier that would include those formats. Find some other perks you can pack into a package and make this the $40/month plan. It’ll take some mathing out to figure exactly what it would make sense to provide under this plan but in addition to definitely allowing 3D & IMAX showings, I would look into things like waving online pre-order fees, discounting a % on additional tickets, and rolling in some of the other suggestions in this list into coverage under this plan.

Create a “Priceline for Theaters” service and bring back the “dollar theater” model

Offer a basic plan – obviously call it something else – and make it the cheapest but with the most blackouts on locations, days, and showing time restrictions for $6.99/month.

If the service could create relationships with theater chains to gain insight to their slowest days and showtimes and then offer a MoviePass tier to fill those slowest slots, that could be a win-win for everyone that seems eminently doable. Just like how travel services like Priceline work with airlines and hotels to fill their unused seats and rooms at a discount.

Anyone grow up with a “dollar theater” (usually $3 or so) near them? The concept (playing older movies at an extreme discount and less fancy movie house) appears to be in very little practice anywhere anymore but MoviePass could bring it back. With the Basic ButNamedSomethingElse tier Membership, offer users 1 free movie a month on their card and additional movies at “dollar theater” prices for titles that are more than 2 months past their initial release date, or other metrics informed by the inside info you get from theater chain partnerships – ie: use your BasicPass for $3 movies on weekdays and before 5pm on weekends.

Offer a Concessions Perk Addition to the Pass

Work within the established relationship with national chains from my #2 idea and allow the MoviePass card to grant users concession perks like free upgrades on the sizes of their sodas and popcorns, and/or free refills on regular-price purchases, and/or a loyalty punchcard that gives them a freebie of something on their 15th visit or so. To do this you will have to develop a rewards system tech in your app that can apply anywhere and then offer the partnership to any theater anywhere, whether its a national chain, a single-location mom&pop location, a drive-in – whatever. Only AMC, Harkins Theaters, and maybe one other big chain have rewards membership.

American Airlines files for Bankruptcy

My dad worked for TWA, an airline that went bankrupt and got bought by American Airlines and now, several months after he retired, American has filed for bankruptcy. Why? Is it because someone died after eating one of their in flight meals? Nah. They just weren’t making money. They’re the 189th U.S. airline to go broke since the government deregulated the industry in 1978.

The AP chats about why it’s so hard to make money in this industry, but I got sidetracked by this ad so now that’s all I can think about:


American Airlines: Inflight Wifi – Just in case, Mile high club

Bankrupt Sharper Image to close remaining 86 stores

Awwwwwwwwwww MAN! This sucks. Every time I pass the Sharper Image stores in LA, New York and Honolulu I always stop in to play with some of the toys and most definitely get an ijoy chair massage on my back and calves. Now I’m screwed. Never again being able to get free muscular relieve within malls from products I’m too cheap to purchase. =(

Bankrupt gadget retailer Sharper Image plans to close all its remaining stores, its new owners announced Sunday.

The company expects to sell $50 million in inventory as it shutters 86 stores across the United States, the joint owners of Hilco Organization and Gordon Brothers said in a statement.

The group, which purchased the gadget retailer’s assets in a bankruptcy auction Thursday for $49 million, said it has developed a licensing strategy for wholesale, retail, direct-to-retail, e-commerce, and catalog businesses.

Sharper Image filed for bankruptcy protection in February with plans to shut about half of its 184 stores and reorganize. The San Francisco-based company said it had lost more than $135 million since early 2005. The company put itself up for sale in April.

Source: Steve Mosil.