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Sidecar

A sidecar is a one-wheeled device attached to the side of a motorcycle, scooter, or bicycle, making the whole a three-wheeled vehicle. The combination of a motorcycle with a sidecar is sometimes called a rig, outfit, or hack.

History
Jean Bertoux, a French army officer, secured a prize offered by a French newspaper in 1893 for the best method of carrying a passenger on a bicycle. The sidecar wheel was mounted on the same lateral plane as the bicycle's rear and was supported by a triangulation of tubes from the bicycle. A sprung seat with back rest was mounted above the cross-member and a footboard hung below. A sidecar appeared in a cartoon by George Moore in the January 7, 1903, issue of the British newspaper Motor Cycling. Three weeks later, a provisional patent was granted to Mr. W. J. Graham of Graham Brothers, Enfield, Middlesex. He partnered with Jonathan A. Kahn to begin production.

One of Britain's oldest sidecar manufacturers, Watsonian, was founded in 1912. It is still trading as Watsonian Squire. Automobile producer Jaguar Cars was founded in 1922 as a sidecar manufacturer, the Swallow Sidecar Company.

In 1913, American inventor Hugo Young, of Loudonville, Ohio, designed a new sidecar which was not rigidly fixed to the motorcycle. Instead, his invention employed a flexible connection, which allowed the sidecar to turn, raise, and lower without affecting the balance of the motorcycle. This was a great improvement over the original design, allowing for much safer and more comfortable experiences for both the passenger and driver. Young opened up the Flxible Sidecar Company (the first "e" was dropped to allow for trademarking the name) in Loudonville, Ohio and soon became the largest sidecar manufacturer in the world (the company closed in 1996). When the motorcycle craze began to fade in the 1920s due to more affordable cars being marketed, as well as the banishment of sidecar racing in the United States, the Flxible Sidecar Company began producing transit buses, ambulances, and hearses.

Until the 1950s sidecars were quite popular, providing a cheap alternative to passenger cars; they have also been used by armed forces, police and the UK's AA and RAC motoring organisations.

Design
A sidecar motorcycle is a three-wheeled vehicle with the side wheel not directly aligned with the rear motorcycle wheel, and is usually powered by the rear wheel only. This is different from a motor tricycle (trike), where both rear wheels are powered and share a common axle. However, either P.V. Mokharov of the Soviet Union or H.P. Baughn of Great Britain seem to have been the first to employ a driven sidecar wheel in 1929. Baughn two-wheel-drive outfits were so successful in trials events in the early 1930s that there were attempts to have the ACU ban them from competition. A great many companies experimented with two-wheel drive in sporting events and indeed many companies employed them in military vehicles prior to the commencement of World War II. Currently, the Russian manufacturer Ural produces several models with two-wheel drive that can be engaged as desired. The sidecar consists of a frame and of a body. The frame may either be fixed to the bike, or it may be attached in a way which makes the bike able to lean in the same manner as bikes without sidecars. Also, Ural had a reversible sidecar for the European market.

The body typically provides one passenger seat and a small trunk compartment behind. In some cases the sidecar has a removable soft top. In some modifications, the sidecar's body is used for carrying cargo or tools, like a truck's platform. The sidecar is typically mounted so that the motorcycle is closer to the centre of the road, i.e. with the sidecar on the right for right-hand traffic.

Handling
A sidecar makes the bike asymmetrical. A fixed mounted rig with right mounted sidecar can go faster in left turns than in right turns because the sidecar prevents it from tipping over. In right turns, they can tip over if curves are taken too fast. Some techniques can be used to take a right curve faster without tipping, like usage of the brake on the sidecar, if one is fitted.

While a sidecar pilot is described as driving rather than riding, the comparison to a car is weak with all but the heaviest rigs. Driver and passenger body position affect higher speed handling, especially on dirt or other uneven surfaces. If the sidecar and bike geometry are not coordinated the combination will be unstable, especially at speed, with shimmy upon acceleration or deceleration.

In rigid mounted rigs, leaning the motorcycle by clamping it rigidly a few degrees away from the sidecar is used along with a few degrees of "toe-in" of the sidecar wheel toward the centerline of the vehicle to allow for road camber and provide a balance resulting in comfortable, straight line travel. Most sidecars are also fitted with steering damping devices of either friction or hydraulic type to lessen the effects of sudden inputs, as encountered on rough roads, upon the vehicle's handling.

Sport
Sidecar racing events exist in motocross (see sidecarcross), enduro, grasstrack, trial, road racing and speedway with sidecar classes. The sport has followers in Europe, the United States, Japan, Australia and New Zealand. The sidecars are often classed by age or engine size, with historic sidecar racing often being more popular than its modern counterpart. Older classes in road racing generally resemble solo motorcycles with a platform attached, where modern racing sidecars are low and long and borrow much technology from open wheel race cars. In all types of sidecar racing there is a rider and a passenger who work in unison to make the machine perform, as they would be almost unrideable without the passenger in the correct position.

Road racing sidecars began to change away from normal motorcycle development in the 1950s with them becoming lower and using smaller diameter wheels and they kept the enclosed "dustbin fairing" banned in solo competition in 1957. By the 1970s, they were using wide slick tyres with a square car-like profile, the rider kneeled behind the engine instead of sitting on a seat and the motor of choice was generally a 500 cc two stroke. In the late 1970s sidecars began to appear with hub centre steering and later the engines moved to the rear of the rider, to lower the centre of gravity further still, making the sidecar very long. Sidecars raced in the Sidecar World Championship are all hub centre long monocoque framed machines, the most common being LCR, ART or Windle, with 1,000 cc four-cylinder four-stroke engines, the most popular being the Suzuki GSX-R1000.

These at club and national level are known as Formula One sidecars, as opposed to Formula Two. Formula Two sidecars are short front engined bikes, which must have a frame made of steel tube and have leading link forks as monocoques and hub centre steering is banned. Engines are 350 cc two strokes or 600 cc four strokes. F2 sidecars are raced in their own championship but are often on track at the same time as the F1s, but competing for their own points. Since 1990 at the Isle of Man TT, the Sidecar TT has been solely contested by Formula Two sidecars as Formula Ones were deemed too fast, then lapping at 108 mph average. By 2006 however, F2s were faster than this lapping at 116 mph.

Military use
During World War I, the British Army sought to increase the mobility of its Vickers machine guns. A gun and its tripod weighed between 65 and 80 lb; cooling water was also required and ammunition boxes weighted a further 22 lb each; each gun required a six to eight man team to carry it.

A solution to this problem was to fit the guns to sidecar motorcycles. This would allow the guns to be moved rapidly between different sectors, and allow them to quickly pursue retreating enemy troops. Clyno motorcycles were initially adopted; these could carry the gun, tripod, water and spare parts, as well as seven ammunition boxes; they were supported by unarmed sidecar motorcycles that carried only ammunition. A number of different motorcycles were eventually used. A special unit, the Motor Machine Gun Service, was formed to operate them, but the static nature of trench warfare meant the unit was infrequently used.

During World War II, German troops used many BMW and Zündapp sidecar motorcycles. On German, Italian, French, Belgian, British and Soviet military sidecars, the side wheel was sometimes also driven, sometimes using a differential gear, to improve the vehicle's all-terrain ability.

Regulation
The sidecar is normally fitted to the right of the motorcycle in jurisdictions where traffic keeps to the right side of the road; the sidecar's position is reversed in left-side jurisdictions. This matches the usual configuration of driver and front-seat passenger in cars. In the UK, sidecars fitted to the right side are prohibited on motorcycles registered after August 1981. In Italy, left-mounted sidecars were prohibited in 1924, though the ban was not enforced until 1959.

In the Republic of China (Taiwan), Article 39-2 of the Road Traffic Security Rules prohibits the registration of new motorcycles with sidecars but does not specifically restrict fitting them later.

Flexible sidecars
Several flexible sidecars, not rigidly attached to the motorcycle, have been developed. This can help deal with issues of uneven pavement and allow leaning the bike into turns.

Bicycle sidecars
Sidecars have sometimes been fitted on bicycles. The "Watsonian" brand was popular from the 1930s to the 1950s in the UK. The Philippine trisikad is a type in current use.

Manufacturers
Although sidecars have become much less common since the mid-1950s, a number of manufacturers worldwide have continued to produce sidecars for many popular motorcycles and scooters.

title: Sidecar


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Consolidated PBY Catalina

The Consolidated Model 28, more commonly known as the PBY Catalina (US Navy designation), is a flying boat and amphibious aircraft designed by Consolidated Aircraft in the 1930s and 1940s. In US Army service it was designated the OA-10, in Canadian service as the Canso and it later received the NATO reporting name Mop. It was one of the most widely used seaplanes of World War II. Catalinas served with every branch of the United States Armed Forces and in the air forces and navies of many other nations. The last military PBYs served until the 1980s. As of 2021, 86 years after its first flight, the aircraft continues to fly as a waterbomber (or airtanker) in aerial firefighting operations in some parts of the world.

Background
The PBY was originally designed to be a patrol bomber, an aircraft with a long operational range intended to locate and attack enemy transport ships at sea in order to disrupt enemy supply lines. With a mind to a potential conflict in the Pacific Ocean, where troops would require resupply over great distances, the U.S. Navy in the 1930s invested millions of dollars in developing long-range flying boats for this purpose. Flying boats had the advantage of not requiring runways, in effect having the entire ocean available.

Initial development
As American dominance in the Pacific Ocean began to face competition from Japan in the 1930s, the U.S. Navy contracted Consolidated, Martin and Douglas in October 1933 to build competing prototypes for a patrol flying boat. Naval doctrine of the 1930s and 1940s used flying boats in a wide variety of roles that today are handled by multiple special-purpose aircraft. The U.S. Navy had adopted the Consolidated P2Y and Martin P3M models for this role in 1931, but both aircraft were underpowered and hampered by inadequate range and limited payloads.

Consolidated and Douglas both delivered single prototypes of their new designs, the XP3Y-1 and XP3D-1, respectively. Consolidated's XP3Y-1 was an evolution of the XPY-1 design that had originally competed unsuccessfully for the P3M contract two years earlier and of the XP2Y design that the Navy had authorized for a limited production run. Although the Douglas aircraft was a good design, the Navy opted for Consolidated's because the projected cost was only $90,000 per aircraft.

Consolidated's XP3Y-1 design (company Model 28) had a parasol wing with external bracing struts, mounted on a pylon over the fuselage. Wingtip stabilizing floats were retractable in flight to form streamlined wingtips and had been licensed from the Saunders-Roe company. The two-step hull design was similar to that of the P2Y, but the Model 28 had a cantilever cruciform tail unit instead of a strut-braced twin tail. Cleaner aerodynamics gave the Model 28 better performance than earlier designs. Construction is all-metal, stressed-skin, of aluminum sheet, except the ailerons and wing trailing edge, which are fabric covered.

The prototype was powered by two 825 hp Pratt & Whitney R-1830-54 'Twin Wasp' radial engines mounted on the wing's leading edge. Armament comprised four .30 in Browning AN/M2 machine guns and up to 2000 lb of bombs.

The XP3Y-1 had its maiden flight on 21 March 1935, after which it was transferred to the U.S. Navy for service trials. The XP3Y-1 was a significant performance improvement over previous patrol flying boats. The Navy requested further development in order to bring the aircraft into the category of patrol bomber, and in October 1935, the prototype was returned to Consolidated for further work, including installation of 900 hp R-1830-64 engines. For the redesignated XPBY-1, Consolidated introduced redesigned vertical tail surfaces which resolved a problem with the tail becoming submerged on takeoff, which had made lift-off impossible under some conditions. The XPBY-1 had its maiden flight on 19 May 1936, during which a record non-stop distance flight of 3443 mi was achieved.

The XPBY-1 was delivered to VP-11F in October 1936. The second squadron to be equipped was VP-12, which received the first of its aircraft in early 1937. The second production order was placed on 25 July 1936. Over the next three years, the design was gradually developed further and successive models introduced.

The aircraft eventually bore the name Catalina after Santa Catalina Island, California; the name was coined in November 1941, as Great Britain ordered their first 30 aircraft.

PBN Nomad
The Naval Aircraft Factory made significant modifications to the PBY design, many of which would have significantly interrupted deliveries had they been incorporated on the Consolidated production lines. The new aircraft, officially known as the PBN-1 Nomad, had several differences from the basic PBY. The most obvious upgrades were to the bow, which was sharpened and extended by two feet, and to the tail, which was enlarged and featured a new shape. Other improvements included larger fuel tanks, increasing range by 50%, and stronger wings permitting a 2,000 lb (908 kg) increase in gross takeoff weight. An auxiliary power unit was installed, along with an improved electrical system, and the weapons were upgraded with continuous-feed mechanisms.

138 of the 156 PBN-1s produced served with the Soviet Navy, after the NAF transferred ownership via Project Zebra (1944–1945). The remaining 18 were assigned to training units at NAS Whidbey Island and the Naval Air Facility in Newport, Rhode Island. Later, improvements found in the PBN such as the larger tail were incorporated into the amphibious PBY-6A.

Naming
The designation "PBY" was determined in accordance with the U.S. Navy aircraft designation system of 1922; PB representing "Patrol Bomber" and Y being the code assigned to Consolidated Aircraft as its manufacturer. Catalinas built by other manufacturers for the U.S. Navy were designated according to different manufacturer codes, thus Canadian Vickers-built examples were designated PBV, Boeing Canada examples PB2B (there already being a Boeing PBB), Consolidated Vultee examples PB4 and Naval Aircraft Factory examples were designated PBN. In accordance with contemporary British naming practice of giving seaplanes service named after coastal port towns, Royal Canadian Air Force (RCAF) examples were named Canso, for the town of that name in Nova Scotia. The Royal Air Force used the name Catalina and the U.S. Navy adopted this name in 1942. The United States Army Air Forces and later the United States Air Force used the designation OA-10. U.S. Navy Catalinas used in the Pacific against the Japanese for night operations were painted black overall; as a result these aircraft were sometimes referred to locally as "Black Cats".

Roles in World War II
The PBY was the most numerous aircraft of its kind, with around 3,300 aircraft built. During World War II, PBYs were used in anti-submarine warfare, patrol bombing, convoy escort, search and rescue missions (especially air-sea rescue), and cargo transport. The type operated in nearly all operational theatres of World War II. The Catalina served with distinction and played a prominent and invaluable role in the war against Japan.

These patrol planes shared with land based patrol bombers the combat roles while the very long range Consolidated LB-30 Liberator and the Consolidated Coronado were pressed into service to increase the all important logistic strategic air lift capability in the vast Pacific theater. The pairings allowed the Catalina to take on the role of eyes of the fleets at longer ranges than the floatplane scouts.

Several different flying boats were adopted by the Navy, but the PBY was the most widely used and produced.

Although the Catalina was slow and ungainly, Allied forces used the aircraft in a wide variety of roles for which it was never intended. PBYs are remembered for their rescue role, in which they saved the lives of hundreds of aircrew downed over water. Catalina airmen called their aircraft the "Cat" on combat missions and "Dumbo" in air-sea rescue service.

The Catalina scored the U.S. Navy's first credited air-to-air "kill" of a Japanese airplane in the Pacific War. On 10 December 1941, the Japanese attacked the Cavite Navy Yard in the Philippines. Numerous U.S. ships and submarines were damaged or destroyed by bombs and bomb fragments. While flying to safety during the raid on Cavite, Lieutenant Harmon T. Utter's PBY was attacked by three Japanese Mitsubishi A6M2 Zero carrier fighters. Chief Boatswain Earl D. Payne, Utter's bow gunner, shot down one, thus scoring the U.S. Navy's first kill. Utter, as a commander, later coordinated the carrier air strikes that led to the destruction of the Japanese battleship Yamato.

The Catalina performed one of the first offensive operations against the Japanese by the US. On 27 December 1941, six Catalinas of Patrol Squadron 101 bombed Japanese shipping at Jolo Island against heavy fighter opposition, with four Catalinas lost.

Anti-submarine warfare
Catalinas were the most extensively used anti-submarine warfare (ASW) aircraft in both the Atlantic and Pacific theaters of World War II, and were also used in the Indian Ocean, flying from the Seychelles and from Ceylon. Their duties included escorting the Arctic convoys to Murmansk. By 1943, U-boats were well-armed with anti-aircraft guns and two Victoria Crosses were won by Catalina pilots pressing home their attacks on U-boats in the face of heavy fire: Flying Officer John Cruickshank of the RAF, in 1944, received the award for sinking what was believed to be U-347 (although now known to have been U-361 ) and in the same year RCAF Flight Lieutenant David Hornell received the decoration posthumously for the sinking of U-1225. Their aircraft was damaged in the fight before it sunk the U-boat and Hornell (with two other crew) died from exposure. Catalinas destroyed 40 U-boats, but not without losses of their own. A Brazilian Catalina attacked and sank U-199 in Brazilian waters on 31 July 1943. Later, the aircraft was baptized as "Arará", in memory of the merchant ship of that name which was sunk by another U-boat.

Maritime patrol
In their role as patrol aircraft, Catalinas participated in some of the most notable naval engagements of World War II. The aircraft's parasol wing and large waist blisters provided excellent visibility and combined with its long range and endurance, made it well suited for the task.

An RAF Coastal Command Catalina flying from Castle Archdale Flying boat base, Lower Lough Erne, Northern Ireland, located the German battleship Bismarck on 26 May 1941, some 690 nmi northwest of Brest. Bismarck was attempting to evade Royal Navy forces as she sought to join other Kriegsmarine forces in Brest. This sighting eventually led to the destruction of the German battleship.

On 7 December 1941, before the Japanese amphibious landings on Kota Bharu, Malaya, their invasion force was approached by a Catalina flying boat of No. 205 Squadron RAF. The aircraft was shot down by five Nakajima Ki-27 fighters before it could radio its report to air headquarters in Singapore. Flying Officer Patrick Bedell, commanding the Catalina, and his seven crew members became the first Allied casualties in the war with Japan. Patrol Wing 10 of the U.S. Asiatic Fleet had 44 Catalinas under its command but lost 41 within 90 days. Patrol Wing 10 also lost its main seaplane tender, USS Langley, to Japanese aircraft during the Dutch East Indies Campaign while it was transporting 32 Curtiss P-40 Warhawk fighter planes.

A flight of Catalinas spotted the Japanese fleet approaching Midway Island, beginning the Battle of Midway.

A RCAF Canso flown by Squadron Leader L.J. Birchall foiled Japanese plans to destroy the Royal Navy's Indian Ocean fleet on 4 April 1942 when it detected the Japanese carrier fleet approaching Ceylon.

Night attack and naval interdiction
During the Battle of Midway four U.S. Navy PBYs of Patrol Squadrons 24 and 51 made a night torpedo attack on the Japanese fleet on the night of 3–4 June 1942, scoring one hit which damaged the fleet oiler Akebono Maru, the only successful American torpedo attack in the entire battle.

During the Guadalcanal campaign, some U.S. Navy PBYs were painted matte black and sent on night bombing, torpedoing, and strafing missions against Japanese supply vessels and warships, including conducting interdiction raids on the Tokyo Express. These PBYs were later called "Black Cats". Subsequently, special squadrons of Black Cats were formed, commencing in December 1942 with VP-12, with an additional thirteen squadrons coming into service thereafter. Flying slowly at night, dipping to ship mast height, the Black Cats bombed, strafed, and torpedoed all kinds of Japanese vessels, sinking or damaging thousands of tons of shipping. The Black Cats also performed bombing, strafing and harassment regarding land based Japanese installations, as well as conducting reconnaissance and search and rescue operations. The Black Cat squadrons continued to be active into 1944 with the PB4Y-2 beginning to come in service in greater numbers and replacing the PBYs, the last Black Cat squadrons returning to the U.S. in early 1945.

The Royal Australian Air Force (RAAF) also operated Catalinas as night raiders, with four squadrons Nos. 11, 20, 42, and 43 laying mines from 23 April 1943 until July 1945 in the southwest Pacific deep in Japanese-held waters, bottling up ports and shipping routes and forcing ships into deeper waters to become targets for U.S. submarines; they tied up the major strategic ports such as Balikpapan which shipped 80% of Japanese oil supplies. In late 1944, their mining missions sometimes exceeded 20 hours in duration and were carried out from as low as 200 ft in the dark. Operations included trapping the Japanese fleet in Manila Bay in assistance of General Douglas MacArthur's landing at Mindoro in the Philippines. Australian Catalinas also operated out of Jinamoc in the Leyte Gulf, and mined ports on the Chinese coast from Hong Kong to as far north as Wenzhou. Both USN and RAAF Catalinas regularly mounted nuisance night bombing raids on Japanese bases, with the RAAF claiming the slogan "The First and the Furthest". Targets of these raids included a major base at Rabaul. RAAF aircrews, like their U.S. Navy counterparts, employed "terror bombs", ranging from scrap metal and rocks to empty beer bottles with razor blades inserted into the necks, to produce high-pitched screams as they fell, keeping Japanese soldiers awake and scrambling for cover. There was a Catalina base on Drimmie Head on the Gove Peninsula in the Northern Territory.

Search and rescue
Catalinas were employed by every branch of the U.S. military as rescue aircraft. A PBY piloted by LCDR Adrian Marks (USN) rescued 56 sailors in high seas from the heavy cruiser USS Indianapolis (CA-35) after the ship was sunk during World War II. When there was no more room inside, the crew tied sailors to the wings. The aircraft could not fly in this state; instead it acted as a lifeboat, protecting the sailors from exposure and the risk of shark attack, until rescue ships arrived. Catalinas continued to function in the search-and-rescue role for decades after the end of the war.

Early commercial use

Catalinas were also used for commercial air travel. For example, Qantas Empire Airways flew commercial passengers from Suva to Sydney, a journey of 2060 mi, which in 1949 took two days. The longest commercial flights (in terms of time aloft) ever made in aviation history were the Qantas flights flown weekly from 29 June 1943 through July 1945 over the Indian Ocean, dubbed the Double Sunrise. Qantas offered non-stop service between Perth and Colombo, a distance of 3592 nmi. As the Catalina typically cruised at 110 kn, this took from 28 to 32 hours and was called the "flight of the double sunrise", since the passengers saw two sunrises during their non-stop journey. The flight was made in radio silence because of the possibility of Japanese attack and had a maximum payload of 1000 lb or three passengers plus 143 lb of military and diplomatic mail.

Post-World War II employment

An Australian PBY named "Frigate Bird II", an ex RAAF aircraft, registered VH-ASA, made the first trans-Pacific flight across the South Pacific between Australia and Chile in 1951 by (Sir) Gordon Taylor, making numerous stops at islands along the way for refueling, meals, and overnight sleep of its crew, flown from Sydney to Quintero in Chile after making initial landfall at Valparaiso via Tahiti and Easter Island. One of six ordered by the RAAF was used as part of the air route across the Pacific from Sydney to Valparaiso, is in the collection of the Museum of Applied Arts and Sciences in Sydney.

With the end of the war, all of the flying boat versions of the Catalina were quickly retired from the U.S. Navy, but the amphibious versions remained in service for some years. The last Catalina in U.S. service was a PBY-6A operating with a Naval Reserve squadron, which was retired from use on 3 January 1957. The Catalina subsequently equipped the world's smaller armed services into the late 1960s in fairly substantial numbers.

The U.S. Air Force's Strategic Air Command used Catalinas (designated OA-10s) in service as scout aircraft from 1946 through 1947.

The Brazilian Air Force flew Catalinas in naval air patrol missions against German submarines starting in 1943. The flying boats also carried out air mail deliveries. In 1948, a transport squadron was formed and equipped with PBY-5As converted to the role of amphibious transports. The 1st Air Transport Squadron (ETA-1) was based in the port city of Belem and flew Catalinas and C-47s until 1982. Catalinas were convenient for supplying military detachments scattered along the Amazon. They reached places that were otherwise accessible only by helicopters. The ETA-1 insignia was a winged turtle with the motto "Though slowly, I always get there". Today, the last Brazilian Catalina (a former RCAF one) is displayed at the Airspace Museum (MUSAL) in Rio de Janeiro.

Jacques-Yves Cousteau used a PBY-6A (N101CS) to support his diving expeditions. His second son, Philippe, was killed in an accident in this aircraft that occurred on the Tagus River near Lisbon. The Catalina nosed over during a high-speed taxi run undertaken to check the hull for leakage following a water landing. The aircraft turned upside down, causing the fuselage to break behind the cockpit. The wing separated from the fuselage and the left engine broke off, penetrating the captain's side of the cockpit.

Paul Mantz converted an unknown number of surplus Catalinas to flying yachts at his Orange County California hangar in the late 1940s and early 1950s.

Steward-Davis converted several Catalinas to their Super Catalina standard (later known as Super Cat), which replaced the usual 1200 hp Pratt & Whitney R-1830 Twin Wasp engines with Wright R-2600 Cyclone 14 engines of 1700 hp. A larger, squared-off rudder was installed to compensate for the increased yaw which the more powerful engines could generate. The Super Catalina also had extra cabin windows and other alterations.

Chilean Air Force (FACH) Captain Roberto Parragué, in his PBY Catalina FACH No. 405 called "Manu-Tara", which means Lucky Bird in the Rapanui language, undertook the first flight between Easter Island and the continent of South America (from Chile), as well as the first flight to Tahiti, making him a national hero of France as well as of Chile. The flight was authorized by the Chilean President in 1951, but a second flight he made in 1957 was not authorized, and he was dismissed from the Chilean Air Force.

Of the few dozen remaining airworthy Catalinas, the majority are in use as aerial firefighting aircraft. China Airlines, the official airline of the Republic of China (Taiwan) was founded with two Catalina amphibians.

Platforms are folded out and deployed from Catalinas for use in open ocean fishing and Mahi Mahi tracking in the Pacific Ocean.

Possible revival
In July 2023 a company called Catalina Aircraft, current holder of the Type Certificates for the Catalina, announced an intent to build the Catalina II, a new aircraft on the basic design principles of the original Catalina but using turboprop engines and other modern aviation tools. Deliveries are said to commence by 2029.

Catalina affair
The Catalina Affair is the name given to a Cold War incident in which a Swedish Air Force search and rescue/maritime patrol Catalina (Swedish designation "TP 47") was shot down by Soviet MiG 15 fighters over the Baltic Sea in June 1952 while investigating the disappearance of a Swedish Douglas DC-3 (later found to have been shot down by Soviet MiG-15s while on a signals intelligence mission; it was found in 2003 and raised 2004–2005).

Variants
An estimated 4,051 Catalinas, Cansos, and GSTs of all versions were produced between June 1937 and May 1945 for the U.S. Navy, the United States Army Air Forces, the United States Coast Guard, Allied nations and civilian customers.

US Navy

 * XP3Y-1
 * Prototype Model 28 flying boat later re-designated XPBY-1, one built (USN Bureau No. 9459). Later fitted with a 48 ft diameter ring to detonate magnetic sea mines. A 550 hp Ranger engine drove a generator to produce the magnetic field.

 * XPBY-1
 * Prototype version of the Model 28 for the United States Navy, a re-engined XP3Y-1 with two 900 hp R-1830-64 engines, one built.

 * PBY-1 (Model 28-1)
 * Initial production variant with two 900 hp R-1830-64 engines, 60 built.

 * PBY-2 (Model 28-2)
 * Equipment changes and improved performance, 50 built.

 * PBY-3 (Model 28-3)
 * Powered by two 1000 hp R-1830-66 engines, 66 built.

 * PBY-4 (Model 28-4)
 * Powered by two 1050 hp R-1830-72 engines, 33 built (including one initial as a XPBY-4 which later became the XPBY-5A).

 * (Model 28-5)
 * Either two 1200 hp R-1830-82 or −92 engines and provision for extra fuel tanks (with partial self-sealing protection). 683 built (plus one built at New Orleans), some aircraft to the RAF as the Catalina IVA and one to the United States Coast Guard. The PBY-5 was also built in the Soviet Union as the GST.

 * XPBY-5A
 * One PBY-4 converted into an amphibian and first flown in November 1939.

 * Amphibious version of the PBY-5 with two 1200 hp R-1830-92 engines, first batch (of 124) had one 0.3 in bow gun, the remainder had two bow guns; 803 built including diversions to the United States Army Air Forces, the RAF (as the Catalina IIIA) and one to the United States Coast Guard.
 * Amphibious version of the PBY-5 with two 1200 hp R-1830-92 engines, first batch (of 124) had one 0.3 in bow gun, the remainder had two bow guns; 803 built including diversions to the United States Army Air Forces, the RAF (as the Catalina IIIA) and one to the United States Coast Guard.

 * PBY-5R
 * The XPBY-5A converted into a staff transport, with amphibious gear and nose turret removed and additional windows added.

 * PBY-6A
 * Amphibious version with two 1200 hp R-1830-92 engines and a taller fin and rudder. Radar scanner fitted above cockpit and two 0.5 in nose guns; 175 built including 21 transferred to the Soviet Navy.

 * PBY-6AG
 * One PBY-6A used by the United States Coast Guard as a staff transport.

 * PB2B-1
 * Boeing Canada built PBY-5 flying boat for the RAF and RCAF from 1942. 240 built.

 * PB2B-1A
 * Boeing Canada built PBY-5A amphibious aircraft for the RCAF from 1943. 55 built.

 * PB2B-2
 * Boeing Canada version of the PBY-5 but with the taller PBN-1 fin. 67 built. Most to the RAF as the Catalina VI.

 * PB4-54
 * Consolidated Vultee version of the PBY-5A.

 * PBN-1 Nomad
 * Naval Aircraft Factory version of the PBY-5 with major modification including a 2 ft bow extension, modified hull lines and step, re-designed tip floats and tail surfaces and a revised electrical system. 155 were built for delivery to the RAF as the Catalina V although 138 were Lend-Leased to the Soviet Navy as the KM-1

 * PBV-1A
 * Canadian Vickers built version of the PBY-5A, 380 built including 150 to the RCAF as the Canso "A" and the rest to the USAAF as the OA-10A.

United States Army Air Forces

 * OA-10
 * USAAF designation for the PBY-5A (OA = observation/amphibian). 105 built (56 transferred from the US Navy). 58 surviving aircraft were redesignated to A-10 on 11 June 1948 (A = amphibian). Search and rescue versions were designated SA-10 (SA = search/amphibian).

 * OA-10A
 * USAAF designation for the PBV-1A. 230 transferred from the US Navy. Surviving aircraft were redesignated to A-10A on 11 June 1948. Search and rescue versions were designated SA-10A. Three additional aircraft were transferred from the US Navy in 1949 as SA-10As.

 * OA-10B
 * USAAF designation for the PBY-6A. 75 transferred from the US Navy. Surviving aircraft were redesignated to A-10B on 11 June 1948. Search and rescue versions were designated SA-10B.

Royal Air Force

 * Catalina I
 * Direct purchase aircraft for the Royal Air Force, same as the PBY-5 with six 0.303 in guns (one in bow, four in waist blisters and one aft of the hull step) and powered by two 1200 hp R-1830-S1C3-G engines, 109 built.

 * Catalina IA
 * Operated by the Royal Canadian Air Force as the Canso, 14 built.

 * Catalina IB
 * Lend-lease PBY-5Bs for the RAF, 225 aircraft built.

 * Catalina II
 * Equipment changes, six built.

 * Catalina IIA
 * Vickers-Canada built Catalina II for the RAF, 50 built.

 * Catalina IIIA
 * Former U.S. Navy PBY-5As used by the RAF on the North Atlantic Ferry Service, 12 aircraft. These were the only amphibians that saw RAF service.

 * Catalina IVA
 * Lend-lease PBY-5s for the RAF, 93 aircraft.

 * Catalina IVB
 * Lend-lease PB2B-1s for the RAF, some to the Royal Australian Air Force.

 * Catalina VI
 * Lend-lease PB2B-2s for the RAF, some to the RAAF.

Royal Canadian Air Force

 * Canso
 * PB2B-1 flying boats for the RCAF. 17 built.

 * Canso A
 * PBV-1A and PB2B-1A amphibious aircraft produced for the RCAF (A = amphibious). 150 PBV-1A and 55 PB2B-1A built.

 * Canso 2F
 * Canso A rebuilt as unarmed cargo aircraft (F = freight). Some fitted with Rebecca transponding radar for navigation and some aircraft also carried LORAN.

 * Canso 2SR
 * Canso A rebuilt as unarmed search and rescue aircraft (SR = search/rescue). Some fitted with Rebecca transponding radar for navigation and some aircraft also carried LORAN.

Other users

 * GST
 * Soviet designation for transport versions of the PBY-5 ("Gydro Samoliot Transportnyi" - transport seaplane).

 * TP 47
 * Swedish designation for three unarmed Consolidated Vultee PB4-54 amphibious aircraft used by the Swedish air force from 1946 to 1958 (TP = transport). These were modified with search radars in the nose turret during the early 1950s.

 * CA-10
 * In the 1950s several civilian Catalinas were converted as CA-10 cargo transport aircraft, the name being derived from the USAF A-10 (C = cargo).

 * Steward-Davis Super Catalina ("Super Cat")
 * Catalina converted to use 1700 hp Wright R-2600 Cyclone 14 engines, with enlarged rudder and other changes.

 * Avalon Turbo Canso
 * A proposed turboprop conversion of Canso water bombers, powered by two Rolls-Royce Dart engines.

 * NGAA Catalina II
 * A proposed modernized version of the Catalina ("Next Generation Amphibious Aircraft"), developed by Catalina Aircraft Systems which holds ownership of the PBY-5's type certificate as of 2023. The design has been proposed in civil and military versions.

Operators

 * 🇨🇦 Canada
 * 🇬🇷 Greece
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇬🇷 Greece
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇬🇷 Greece
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇿🇦 South Africa
 * 🇪🇸 Spain
 * Soviet Union
 * 🇪🇸 Spain
 * Soviet Union
 * Soviet Union

license: Creative Commons - Attribution Share-Alike - https://creativecommons.org/licenses/by-sa/4.0/

title: Consolidated PBY Catalina


text:
Blockbuster (retailer)

Blockbuster (formerly called Blockbuster Video) is an American multimedia brand and former rental store chain. The business was founded by David Cook in 1985 as a single home video rental shop, but later became a public store chain featuring video game rentals, DVD-by-mail, streaming, video on demand, and cinema theater. The logo was designed by Lee Dean at the Rominger Agency. The company expanded internationally throughout the 1990s. At its peak in 2004, Blockbuster employed 84,300 people worldwide and operated 9,094 stores.

Poor leadership and the impact of the Great Recession were major factors leading to Blockbuster's decline, as was the growing competition from Netflix's mail-order service, video on demand, and Redbox automated kiosks. Significant loss of revenue occurred during the late 2000s, and the company filed for bankruptcy protection in 2010. The next year, its remaining 1,700 stores were bought by satellite television provider Dish Network, and by 2014, the last 300 company-owned stores were closed. Although corporate support for the brand ended, Dish retained a small number of franchise agreements, enabling some privately owned franchises to remain open. Following a series of further closures in 2019, only one franchised store remains open, located in Bend, Oregon, United States.

1985–1996: David Cook era and early growth
Blockbuster's beginnings can be traced back to another company, Cook Data Services, founded by David Cook in 1978. The company's primary goal was to supply software services to the oil and gas industries throughout Texas, but it was very unsuccessful. Sandy Cook, David's wife, wanted to get into the video business, and her husband would soon study the industry and future prospects. Using profit he made from the sale of David P. Cook & Associates, the subsidiary of his company, he decided to buy into a video store franchise in Dallas known as Video Works. When Video Works would not allow him to decorate the interior of his store with a blue-and-yellow design, he departed the franchise and opened the first Blockbuster Video in 1985 under his own company Blockbuster Video Inc. When he realized the potential in video rentals, Cook abandoned the oil industry and began franchising the Blockbuster store.

The first Blockbuster store opened on October 19, 1985, in Dallas, Texas, with an inventory of 8,000 VHS and 2,000 Beta tapes. The chain's name is derived from the term blockbuster, a Hollywood term for a successful film. Cook's experience with managing huge databases proved helpful in driving innovation within the industry. Following early success from the company's first stores, Cook built a $6-million warehouse in Garland, Texas, to help sustain and support future growth that allowed new stores to open quickly. Blockbuster would often custom-tailor a store's inventory to its neighborhood, based on local demographics.

In 1987, Waste Management co-founder Wayne Huizenga, who originally had reservations about entering the video rental industry, agreed to acquire several Blockbuster stores. At that time, there were 19 stores, attracting Huizenga's associate John Melk's attention due to its efficiency, family-friendly no-pornography image and business model. Huizenga and Melk utilized techniques from their waste business and Ray Kroc's model of expansion to rapidly expand Blockbuster, and soon they were opening a new store every 24 hours. They took over many of the existing Blockbuster franchise stores, and Huizenga spent much of the late 1980s acquiring several of Blockbuster's rivals, including Major Video. In 1989, Nintendo attempted to halt Blockbuster's ability to rent video games, filing multiple lawsuits and lobbying the U.S. Congress to ban the practice. Nintendo ultimately lost the battle, which paved the way for future video game rental.

Blockbuster sponsored the Blockbuster Bowl in American football, which began in 1990 and was played at Joe Robbie Stadium outside Miami. The first three editions were played under that name before Blockbuster withdrew its sponsorship.

In 1990, Blockbuster bought mid-Atlantic rival Erol's which had more than 250 stores. In 1992, Blockbuster acquired the Sound Warehouse and Music Plus music retail chains and created Blockbuster Music. In October 1993, Blockbuster took a controlling interest in Spelling Entertainment Group, a media company run by television producer Aaron Spelling. Blockbuster purchased Super Club Retail Entertainment Corp. on November 22, 1993, from Philips Electronics, N.V. for 5.2 million shares of Blockbuster stock. This brought approximately 270 Record Bar, Tracks, Turtles and Rhythm and Views music stores and approximately 160 video retail superstores into the corporation. It also owned 35% of Republic Pictures; that company merged with Spelling in April 1994.

Blockbuster became a multibillion-dollar company, but Huizenga was worried about how new technology could threaten their business, such as video on demand and the growth of cable television. In 1991, just three days after Time Warner had announced it would upgrade its cable system, Blockbuster's shares dropped more than 10 percent. In 1993, he made an attempt to expand into other areas by investing in Viacom. Huizenga also considered buying a cable company, but this was unknown territory for Blockbuster and he decided not to take the risk. He also had the idea of a 2,500-acre Blockbuster sports and amusement park in Florida, something Blockbuster was still considering as late as August 1994. Unable to come up with a proper solution about how to face the growing threats to the traditional videostore, he made the decision to sell Blockbuster to Viacom and pull out. Viacom acquired Blockbuster in 1994 for $8.4 billion to help finance its bid for Paramount in the bidding war with QVC Network Inc. Blockbuster's stock trade had been dropping steadily the months before the merger, with a small rise after the deal was announced, and by the latter part of the decade, its worth was estimated to have fallen to just $4.6 billion.

The Blockbuster Block Party concept was test-marketed in Albuquerque, New Mexico, and Indianapolis, Indiana, in 1994. It was an "entertainment complex" aimed at adults, containing eight themed areas housing a restaurant, games, laser tag arena, and motion simulator rides, and was housed in a windowless building the size of a city block.

During the 1990s Blockbuster expanded in the United Kingdom, purchasing the country's Ritz Video chain. The stores were rebranded to Blockbuster.

The original Blockbuster company, Blockbuster Video Inc., was merged into the parent company Blockbuster Entertainment Inc. which had earlier replaced the Blockbuster Entertainment Company. In 1996, Blockbuster Entertainment Inc. merged into a new Blockbuster Entertainment Corporation and the retail stores, then called Blockbuster Video, were renamed Blockbuster. The logo changed slightly, but retained the ITC Machine font. In November 1996 Blockbuster confirmed that it was moving its headquarters from Fort Lauderdale, Florida, to the Renaissance Tower in downtown Dallas. Most of the workers at the Florida headquarters did not want to relocate, so Blockbuster planned to hire around 500 to 600 new employees for its Dallas headquarters. The company had offered various relocation packages to all of its Fort Lauderdale staff. The second Blockbuster Entertainment Corporation was later merged into Blockbuster, Inc.

1997–2006: John Antioco era, Netflix sale turndown, and financial peak
In June 1997, Taco Bell president John Antioco resigned from the company to become CEO of Blockbuster. Also that year, Warner Bros. offered Antioco an exclusive rental deal, seeing as DVDs were emerging as the new home video medium. Blockbuster was to have rights to rent new DVD releases for a period of time before they went on sale to the general public. The studio was to receive 40% of rental revenues in return, which was the same deal already in place for VHS rentals. Blockbuster turned the offer down, and the studio responded by lowering its DVD wholesale price in order to compete with the rental industry. Walmart seized the opportunity and in a few years surpassed Blockbuster as the studios' single largest source of revenue. Other mass retailers soon followed suit, selling DVDs below wholesale price as a loss leader in hopes of drawing more customers to their stores and selling them more profitable items. Unable to match prices, Blockbuster's business model was severely affected.

In 1998, Blockbuster created DEJ Productions, which acquired 225 films primarily to provide exclusive content to its Blockbuster stores prior to being sold off to First Look Studios in 2005. During that same year, Blockbuster bought the Irish video rental store Xtra-vision, with over 200 stores in Ireland and the United Kingdom. In 2009, Blockbuster sold off its Irish operations to Birchall Investments, with the few Xtra-vision stores in the United Kingdom being rebranded as Blockbuster.

In late 1998, Blockbuster launched a loyalty program called Blockbuster Rewards that allowed customers to earn free rentals, including one older title each month from the category of Blockbuster Favorites. After the 1998 test launch, the chain went nationwide with the program in 1999.

In August the same year, Viacom sold the Blockbuster Music chain to Wherehouse Entertainment, which was subsequently purchased by Trans World Entertainment in 2003.

In mid-2000, the company partnered with Enron in an attempt to create a video-on-demand service. The agreement was supposed to last for 20 years; however, Enron terminated the deal in March 2001 over fears that Blockbuster would not be able to provide sufficient films for the service (Enron also filed for bankruptcy that year). Also in 2000, Blockbuster turned down a chance to purchase the fledgling Netflix for $50 million (~$84.9M in 2024).

In 2002, Blockbuster acquired Movie Trading Company, a Dallas chain that buys, sells, and trades movies and games, to study potential business models for DVD and game trading. Also that year, it acquired Gamestation, a 64-store UK computer and console games retailer chain, and purchased DVD Rental Central for $1 million, an Arizona father-and-son online DVD-rental company with about ten thousand subscribers. DVD Rental Central would eventually become Blockbuster Online.

On or around October 14, 2004, Blockbuster was spun-off from Viacom. Online DVD subscriptions were introduced on Blockbuster.com, also known as Blockbuster Online. Blockbuster also rolled out its "Game Rush" store-in-store concept to approximately 450 domestic company-operated stores. Blockbuster began game and DVD trading in selected U.S. stores.

At its peak in 2004, Blockbuster had more than 9,000 stores worldwide. In December 2004, Blockbuster announced its intention to pursue a hostile takeover of Hollywood Video, its major U.S. competitor. After several extensions of the tender offer, Blockbuster withdrew due to FTC opposition. To counter the Blockbuster offer, Hollywood Video agreed to a buyout in January 2005 by a smaller competitor, the Dothan, Alabama-based Movie Gallery. Since then, Movie Gallery has filed for bankruptcy twice and its entire chain of stores has been liquidated.

In May 2005, financier Carl Icahn waged a successful proxy fight to add himself and two other members to the board. Icahn accused Blockbuster of overpaying chairman and CEO John F. Antioco, who had served in that capacity since 1997, receiving $51.6 million in compensation for 2004. Icahn was also at odds with Antioco on how to revive profit at Blockbuster. Antioco scrapped late fees in January, started an internet service, and decided to keep the company independent, while Icahn wanted to sell out to a private equity firm. Also in 2005, Blockbuster began a campaign promoting its "No more late fees" policy. The campaign proved controversial, with Associated Press reporting that the new policy actually charged users the full price of the movie or game after eight days which they could cancel by returning the product in question and paying a fee. More than 40 states filed suit against the company for false advertising. Blockbuster later settled the suit by agreeing to refunds, as well as promising to better explain the policy.

Vintage Stock acquired the Movie Trading Company name from Blockbuster in 2006, and continues to use the name for Dallas-area stores.

2007–2011: James Keyes era, financial decline, and bankruptcy
A billion-dollar campaign called "Total Access" was introduced in 2007 as a strategy against Netflix. Through Blockbuster Online, customers could rent a DVD online and receive a new movie for free when they returned it to a Blockbuster store. While it was a major success every free movie cost the company two dollars, but the hope was that it would attract enough new subscribers to cover the loss. Netflix felt threatened, and Netflix CEO Reed Hastings approached Antioco with a suggestion to buy Blockbuster's online business. In return, a new system would be introduced where customers could return their movies to a Blockbuster store. Before the deal could be realized, board member Carl Icahn intervened, refusing to let the company lose more money through Total Access. Antioco was pushed out in July and replaced with James Keyes, who rejected Hastings' proposal, raised the price of online DVD rentals and put an end to the free movie deal. As a consequence, Blockbuster Online's previously massive growth quickly stopped. Antioco's departure reportedly also involved continued controversy over his compensation. He left with a $24.7 million severance package.

On June 19, 2007, after a pilot program launched in late 2006, Blockbuster announced that it had chosen Blu-ray over HD DVD format to rent in a majority of its stores. In the pilot program, Blockbuster offered selected titles for rental and sale in 250 stores. Blockbuster stocked Blu-ray titles in almost 5,000 stores across the United States, Canada, the United Kingdom, Mexico, and Australia.

On July 2, 2007, the company named James W. Keyes, former president and CEO of 7-Eleven, as the new chairman and CEO. He introduced a new business strategy that included enhancements to existing stores. The following month in August, Blockbuster acquired Movielink for $6.6 million, forecasting a shift to streaming video. Movielink was an online video service that allowed customers to download movie rentals from a library of over 6,000 films, created in 2002 by five major studios including Warner Bros, MGM Studios, Paramount Pictures, Sony Pictures, and Universal Studios. The move gave Blockbuster the opportunity to move away from the unprofitable Total Access (DVD-by-mail) service in favor of online streaming. Despite growing competition from Netflix and Redbox, the company downplayed the threat, choosing instead to focus on Apple and Walmart as their primary competition.

On September 14, 2007, Blockbuster GB Ltd bought a number of retail stores from ChoicesUK plc. ChoicesUK is an AIM-listed multi-channel distributor and retailer of DVDs, computer games, and CDs. The sale secured employment for approximately 450 employees across 59 stores in the UK. As part of the transaction, Blockbuster GB rebranded the stores as Blockbuster.

On February 17, 2008, Blockbuster proposed a buyout of struggling Circuit City. However, following a due diligence review of Circuit City's financial books, Blockbuster withdrew its offer in July 2008. Analysts were not favorable to the proposed deal, viewing it as a desperate effort to save two struggling retailers rather than a bold turnaround initiative. Subsequently, Circuit City filed for bankruptcy on November 10, 2008, and, after liquidating all of its stores, ceased operations on March 8, 2009.

At the beginning of 2010, Blockbuster had over 6,500 stores, of which 4,000 were in the U.S.— a number that fell to 3,425 in late October the same year. In the United States it planned to close between 810 and 960 retail stores, and instead launch as many as 10,000 "Blockbuster Express" video rental kiosks by the middle of 2010. It has been claimed that more than 43 million U.S. households had Blockbuster memberships.

On February 10, 2010, Blockbuster announced that it would cease all its operations in Portugal, closing down 17 outlets and leaving over 100 workers unemployed. Blockbuster representatives in Portugal blamed internet piracy and the lack of government response to it as the key factors to the company's failure in the country.

In March 2010, Blockbuster began "Additional Daily Rates", or "ADRs", for rentals not returned by their due date in the United States, having already used this procedure in other countries such as the UK for many years. An ADR was charged for each day a member kept the rental beyond the rental terms. On March 12, 2010, PricewaterhouseCoopers, Blockbuster's independent registered public accounting firm, issued its audit opinion disclosing substantial doubt about Blockbuster's ability to continue as a going concern. This report was included in Blockbusters's 10-K SEC filing. On March 17, 2010, Blockbuster issued a bankruptcy warning after continued drops in revenue threatened its ability to service its nearly $1 billion (~$ in ) debt load. By April 1, 2010, Carl Icahn had resigned from Blockbuster's board of directors and sold nearly all his remaining Blockbuster stock. Blockbuster paired up with Time Warner to have Warner Bros. movies made available in Blockbuster stores on the DVD release date and not be subject to a four-week delay. Similar agreements were also made with Universal and 20th Century Fox.

The liquidation of Movie Gallery began in May 2010, eliminating Blockbuster's primary competitor. During the same month a dissident shareholder, Gregory S. Meyer, in an effort to be elected to Blockbuster's board of directors, engaged in a proxy battle with Blockbuster's board, alleging that the board had been responsible for significant destruction of value to shareholders. Meyer was elected to the board at Blockbuster's shareholder meeting in Dallas on June 24, 2010.

On July 1, 2010, the company was delisted from the New York Stock Exchange (NYSE) after its shareholders failed to pass a reverse stock split plan aimed at heading off involuntary delisting because of the stock's trading at well below $1 (~$ in ) per share. The stock was then traded on the OTCBB (over-the-counter bulletin board).

Blockbuster was unable to make a $42.4 million(~$ in ) interest payment to bondholders and was given until August 13, 2010, to pay off the debt. The company hired Jeff Stegenga to be its chief restructuring officer (CRO) in an effort to satisfy bondholder demands and recapitalize the company. After failing to pay on August 13, bondholders gave Blockbuster until September 30, 2010.

On August 26, 2010, news media reported that Blockbuster was planning to file a pre-packaged Chapter 11 bankruptcy in mid-September. In light of this news, the company's chief financial officer (CFO), Tom Casey, resigned on September 11. He was replaced by Dennis McGill, formerly CFO of Safety-Kleen Systems, Inc. On September 23, 2010, Blockbuster filed for Chapter 11 bankruptcy protection due to challenging losses, $900 million (~$ in ) in debt, and strong competition from Netflix, Redbox, and video on-demand services. Movie Gallery/Hollywood Video had filed for Chapter 7 bankruptcy liquidation earlier in 2010 for similar reasons.

At the time of its Chapter 11 filing, Blockbuster said it would keep its 3,300 stores open; however, that December it announced it would close an additional 182 stores by the end of April 2011 in attempts to emerge from bankruptcy. It was reported in February 2011 that Blockbuster and its creditors had not come up with a Chapter 11 exit plan and that the company would be sold for $300 million (~$ in ) or more, along with taking over debts and leases. Blockbuster admitted that it might not be able to meet financial obligations required under its Chapter 11 filing, a circumstance which could mandate conversion of the bankruptcy filing to Chapter 7 (liquidation). On March 1, 2011, the U.S. Department of Justice filed a claim disclosing that Blockbuster did not have the funds to continue reorganizing and should liquidate.

On March 28, 2011, South Korean telecommunications company SK Telecom made a surprise bid to buy Blockbuster. Dish Network had also expressed interest in bidding, as did Carl Icahn, despite calling Blockbuster "the worst investment I ever made". Dish eventually won the auction on April 6, 2011, agreeing to buy Blockbuster for $320 million and the assumption of $87 million in liabilities and other obligations. On April 19, 2011, it was announced that Dish would keep only 500 Blockbuster stores open. The acquisition was completed on April 26, 2011. In April 2011, Dish Network told the U.S. Bankruptcy Court that it needed more time to negotiate with landlords in an effort to keep more than 600 Blockbuster stores open.

In April 2011, Blockbuster's landlords objected to its assumption of leases that it sought to assign to soon-to-be-owner Dish Network Corp., claiming that they did not have adequate assurance that the new owner would honor those leases. Blockbuster signed a deal with ITV Studios Global Entertainment to launch ITV Programmes released on DVDs, Blu-rays, etc. On May 6, 2011, Keyes resigned as Blockbuster's CEO.

2011–2015: Michael Kelly era
Keyes was replaced by Michael Kelly under the new title of Blockbuster's president. On August 31, 2011, the liquidators announced the closure of the remaining 253 Canadian stores and shutting of the entire Canadian unit. In September 2011, it was announced that Blockbuster and Dish Network would launch a new service called Blockbuster Movie Pass that would compete with Netflix. For US$10 per month the members would have access to both a streaming service and movies and games-by-mail. The package was only available for subscribers of Dish Network's pay-TV service, and it eventually folded.

On January 13, 2012, Dish CEO Joe Clayton announced that while Dish had planned to keep 90% of the stores in operation, meaning around 15,000 employees would remain employed, because of market factors "there are ones that aren't going to make it. We will close unprofitable stores. We will close additional stores." Clayton did not say when these additional closings would happen and only remarked that some stores were unprofitable. The Dish chief would not say which stores the company was planning to close, but that each potential closing was to be assessed on a "case by case basis".

On October 4, 2012, Dish Network announced that it was scrapping plans to make Blockbuster into a Netflix competitor. On January 16, 2013, Blockbuster UK entered into administration and Deloitte was appointed to run the business while trying to find a buyer while some of the stores remained open. Between November 6, 2013, and January 12, 2014, all 300 remaining corporate-owned Blockbuster stores in the U.S. were closed and the DVD-by-mail program was shut down. The Blockbuster official website identified 51 franchise locations remaining in operation in the U.S. in 2014. Dish maintained its video streaming services, Blockbuster on Demand and Blockbuster@Home, until they were replaced by a new subscription service in April 2015 called "DISH Movie Pack". In May 2015, Michael Kelly retired from Dish.

Blockbuster's decline was attributed to poor leadership according to others in the industry. Franchise owner Ken Tisher said in 2015, "Blockbuster, if it isn't already, is going to go into the Harvard Business Review for how not to run a business, or how to run a business into the ground." Keith Hoogland, owner of Family Video, attributed poor decision-making as a primary reason the company did not survive. Jonathan Salem Baskin, a former Blockbuster marketing communications executive, stated, "Digital would have changed Blockbuster's business, for sure, but it wasn't its killer. That credit belongs to Blockbuster itself." Commentators view Blockbuster as a main example of failing to change with the times.

2015–present: Post-Kelly era and continual decline
Although Blockbuster stores had the option of remaining open by paying a licensing fee to Dish, a corporate entity was no longer available to provide supplies of branded products, forcing franchisees to design and produce their own. Additional store closures continued. By January 2018, the company's website listed nine remaining franchise-owned stores in the U.S., including six in Alaska, two in Oregon, and one in Texas. Eight of those nine had closed by August 2018, leaving only one store in Bend, Oregon.

In January 2020, the last remaining store outside of the United States, located in Dargaville, New Zealand, closed its doors. The Bend location became the last remaining Blockbuster in the world; it serves as a tourist destination, housing Blockbuster memorabilia and Russell Crowe film props which John Oliver had donated to an Alaska store. In August 2020, the location was listed as an Airbnb rental for a 1990s-themed sleepover on three separate nights in September; each were limited to guests from the area in light of the COVID-19 pandemic.

The entity that operated Blockbuster prior to the sale to Dish remains nominally active under the name BB Liquidating Inc., and trades as a penny stock. However, it no longer has any assets or ties to the Blockbuster brand or its remaining franchise location. In activity related to the GameStop short squeeze of January 2021, the BB Liquidating stock surged, despite there being "no value for the common shareholders in the bankruptcy liquidation process, even under the most optimistic of scenarios."

On September 21, 2022, the Blockbuster Twitter account revealed the Blockbuster World Video Game Championship 3. The event was held during the Portland Retro Gaming Expo 2022. On March 23, 2023, the Blockbuster web page was re-activated, with the message "We are working on rewinding your movie".

Business model
The standard business model for video rental stores had traditionally been to pay a large flat fee per video, approximately $65, and offer unlimited rentals for the lifetime of the medium itself. Sumner Redstone, whose Viacom conglomerate then owned Blockbuster, personally pioneered a new revenue-sharing arrangement for video. Blockbuster obtained videos for little cost and kept 60% of the rental fee, paying the other 40% to the studio, and reporting rental information through the global media measurement and research company Rentrak. In addition to benefiting from a lower initial price, Blockbuster also capitalized on the fact that movies were generally not available for purchase at affordable price points during initial release periods. Thus customers had a choice to rent, wait, or buy the film on tape at the much higher manufacturer's suggested retail price targeted at other rental chains and film enthusiasts, which at that time ranged between $70–$100 per title.

Quantity and selection of titles
Blockbuster stores followed a strategy of emphasizing access to the most popular new releases, obtaining early access and stocking many copies of the new-release titles, with a relatively narrower range of selections than traditional independent video stores. Much of the shelf space in the stores was devoted to popular titles that were placed relatively sparsely on the shelves with the entire front cover visible, so customers could browse casually and quickly, rather than having a more diverse selection with fewer copies of each title. Blockbuster sometimes contracted with studios to obtain earlier access to new titles than other companies could achieve. Examples of such contracts were those in which Blockbuster became the exclusive rental chain for new releases from WWE (World Wrestling Entertainment, formally WWF, World Wrestling Federation), Funimation, Rhino, Paramount, DreamWorks, DWA, Universal, Lionsgate, Summit, Anchor Bay, Manga, The Weinstein Company, Dimension, Miramax, Hollywood, Touchstone, Disney, Buena Vista, 20th Century Fox, MGM/UA, Orion, Sony, Columbia, Tristar, Image, Shout! Factory, Warner Bros., HBO, New Line Cinema and Allumination FilmWorks. As one commentator complained: "Blockbuster was once an unstoppable giant whose franchises swept across the country putting mom and pop video stores out of business left and right by offering a larger selection of new releases, pricing them at a lower point due to the volume they worked in... Gone were the fragmented, independently owned shops that were often unorganized treasure troves of VHS discoveries. In their place were walls of new releases: hundreds of copies of a small handful of films. Everyone watching the same thing, everyone developing the same limited set of expectations... They put focus entirely on what was new rather than on discovering film history ..."

When a title was no longer a new release, each store would retain a few copies of it and typically sell off the rest as "previously viewed" for discounted prices. Older movies would be re-categorized as "Blockbuster Favorite" titles and placed in a different area of the store. Most Blockbuster locations also accepted trade-ins of used movies, TV shows, and games.

Since Blockbuster's founding in 1985, the chain refused to stock adult films in order to portray the brand as family-friendly. However, the company did carry R-rated and unrated films.

Blockbuster Entertainment Awards
Blockbuster Entertainment Inc. ran an awards show annually from 1995 to 2001 called the Blockbuster Entertainment Awards. In November 2001, Blockbuster announced that it would cancel the 2002 award show following concerns about viewership and celebrity attendance following the September 11 attacks.

Blockbuster Express
Blockbuster Express was a movie-rental kiosk brand sublicensed for use by licensee NCR Corporation. In 2011, nearly 10,000 Blockbuster Express kiosks were in operation. Apart from the license to use the Blockbuster brand name, Blockbuster Express kiosks are unrelated to Blockbuster LLC, its stores, its DVD-by-mail service, or its online streaming service.

The names Blockbuster Express and Blockbuster Video Express had also been used for smaller Blockbuster retail stores in the United Kingdom.

GameRush
In 2004, Blockbuster opened store-within-a-store video game rental and sales stores called GameRush inside Blockbuster locations in limited markets. Blockbuster also acquired Rhino Video Games, a chain of video game stores in the Southwest, and operated it alongside GameRush. These stores sold and bought DVDs, games, game consoles, and accessories. GameRush was positioned as a direct competitor to stores such as GameStop and GameCrazy. Blockbuster used its location status to get instant coverage; it also promoted these stores by hosting video-game tournaments, special trade-in offers, and a more 'hip' look to the selection and staff. However, when Blockbuster introduced the discontinuation of late fees, GameRush was put on the chopping block. In January 2007, Blockbuster sold Rhino Video Games to GameStop Corp. According to the Blockbuster Twitter account, GameRush was to be part of the "new Blockbuster" in 2016 and even had its own Twitter profile, however the GameRush Twitter account has not been active since January 2017.

Discovery Zone
In 1993, Blockbuster invested in the indoor kids' play restaurant Discovery Zone. In 1995, Blockbuster bought more stock to take control of the company. Discovery Zone filed for Chapter 11 bankruptcy protection on March 26, 1996, after changes in management & aggressive expansion put them in heavy debt. DZ was emerged a year later under Wellspring Associates ownership, with Blockbuster no longer have control of the chain. Discovery Zone abruptly closed half of its locations in 1999 and sold thirteen others to the parent company of Chuck E. Cheese's. The rest of the Discovery Zone locations closed in December 2001. The chain was revived as a single location in Cincinnati, Ohio, on February 7, 2020. It remains in operation, but it is not owned by Blockbuster.

Australia
In Australia, the first Blockbuster store was opened in 1991 in Melbourne. In 1992, the Virgin Group and Blockbuster Inc entered into a joint venture to set up Australia's first Virgin Megastores in Sydney, Melbourne, and Adelaide. This lasted until Virgin sold its interest in the six stores to Blockbuster, which promptly rebranded them in 1993 as Blockbuster Music. In 1994, Australian store numbers rose to 54 with the acquisition of Major Video and Focus chains in both Victoria and South Australia. In 1995, the growth continued with the opening of the 100th video store in the country. By the end of 1998, Blockbuster Australia opened over 125 stores. In July 1998, Blockbuster Australia launched into franchising with the conversion of the former Video Flicks franchise group in Queensland, and the former Movieland group in Western Australia six months later. Also in 1998, the company sold its last two Australian Blockbuster Music stores in Pitt Street, Sydney, and Chapel Street, Melbourne to Brazin Limited, which incorporated them under its Sanity Entertainment brand. Throughout 1999 and 2000, Blockbuster Australia quickly expanded its franchise store network through the conversion of smaller groups and the granting of individual franchises. Before 2005, this was done through the acquisition of the Movies Plus Group and the conversion of some individual Movies 4U and Movieland outlets.

In February 2007, Blockbuster sold its entire Australian store network to Video Ezy. At the time, Blockbuster Australia comprised 370 outlets nationwide—29 owned by the company and 341 owned by franchisees. Video Ezy had 518 Australian outlets, all of them being owned by franchisees, pushing the combined group's market share to 40% of the country's video rental sector. Video Ezy committed to the master franchise agreement with Blockbuster for 10 years operating the brand with the possibility of renewal for a further 10 years after that. As a consequence of the deal, the company changed its name from Video Ezy to Franchise Entertainment Group (FEG). In October 2010, FEG transferred control of the Video Ezy Australia and Blockbuster Australia online businesses to its newly acquired and reorganized company, Elan Media Partners, leaving FEG to manage the franchise relationships with individual Video Ezy and Blockbuster outlets.

Despite the two brands coming together, Video Ezy and Blockbuster franchises closed 270 stores across Australia in the four years to August 2011. Additional store closings would go on for several years,   until all the stores in Australia had closed, although vending kiosks with the Blockbuster logo were still in operation until early 2021. Australia's last Blockbuster store, in Morley, Western Australia, was closed at the end of March 2019.

Brazil
Blockbuster was the largest video rental chain in the country, but finances were not good enough due to high rental prices. Lojas Americanas, the largest Brazilian department store, acquired half of the shares and now it is named under "Americanas Express Blockbuster". The store layout was similar to a regular American store with a Game Rush, but instead of games it offers electronics goods like computers and DVD players, groceries like candies and microwave popcorn, and even toys from Mattel and Hasbro's board games. In January 2007, when Blockbuster had 127 stores across Brazil, it sold its Brazilian stake for $87.4 million (~$ in ) and gave Lojas Americanas exclusive rights to the Blockbuster brand in the country for 20 years. The average store has an interior on about 400 m2, where 80-100 m2 is dedicated to movies.

Canada
In Canada, Blockbuster Canada (established in 1990) had operated independently, and it initially remained financially stable. It began a partnership with Wind Mobile in December 2009, selling mobile phones at all stores in cities where Wind's service was available. Phone sales began in Toronto and Calgary, later expanding to other cities with Wind coverage. Some stores even featured a full Wind "store-in-a-store" for postpaid activations and a larger selection of devices. However, on May 3, 2011, it was announced that the company had gone into receivership. On May 25, 2011, it was announced that 146 stores, accounting for approximately 35% of the company's stores in Canada, would be shut down effective June 18, 2011. On August 31, 2011, Blockbuster Canada announced that no buyer could be found for its remaining stores that were acceptable to the court-appointed bankruptcy receiver, and that it would wind down operations and close all stores by December 31, 2011. The company had acted as a guarantor towards Blockbuster's remaining debt.

Denmark
Blockbuster came to Denmark in 1996 with the acquisition of the 29 Christianshavn video stores. In 2009 they were on its peak with 72 stores across the country. Blockbuster Video Denmark sold the rights for the Blockbuster brand to the Danish telecommunications corporation TDC in 2013, excluding the 46 remaining brick and mortar stores which continued as RecycleIT A/S, diversifying in refurbishing and reselling consumer electronics in addition sale and rental of games and movies. The original goal was to rename all the stores before July 1, 2014, when TDC would get the exclusive rights to the brand name in Denmark, but only 12 of them had been renamed at the end of June and RecycleIT A/S filed for bankruptcy the same year. The 12 RecycleIT stores were bought by the company Blue City. The new owners planned to gradually phase out game and movie sales and rental within 2016, but due to the fast changes in the market it happened almost immediately after the takeover, and seven of the stores, therefore, closed in 2015. In 2017, the five remaining ones had started to make some profit, and focus exclusively on second-hand consumer electronics

However, the Blockbuster On Demand service is still active in Nordic Countries, offering both unlimited streaming and 48-hour rental of films online. Several Smart TVs have the Blockbuster app pre-installed out-of-the-box, and it is available on a variety of streaming devices such as Google's Chromecast. The rights to the Blockbuster brand are now in hands of Nuuday.

Germany
Blockbuster opened 20 stores in Berlin and Munich and announced plans to open 250 more. The chain presented itself as family-friendly by not renting pornographic films. However, that decision adversely affected the profitability of the stores. Blockbuster left the German market in 1997.

Hong Kong
In 1998, after the closure of KPS Video Express, Blockbuster saw an opportunity to enter into the Hong Kong market, and entered into negotiations with KPS's receivers Ernst & Young to buy the KPS operations. Blockbuster re-opened 15 of 38 former KPS stores by February 16, 1998, and re-employed 145 former KPS staff. KPS members were given special offers to join Blockbuster, but the video pre-paid coupon system was not retained.

Blockbuster pulled out of the market in 2004 after high operating costs and losses to copyright infringement.

Ireland
In March 2010, Blockbuster announced that it intended to sell all operations in Europe. The company once had an Irish subsidiary, Xtravision, which did not operate under the Blockbuster brand name. Blockbuster sold Xtravision at a loss in August 2009 to Birchhall Investments Limited. All remaining stores were closed in 2016, leaving only its online business and vending machines. In June 2021, Xtravision Xpress was placed into voluntary receivership.

Israel
In the late 2000s at its peak, Blockbuster Israel had 40 branches and more than 260 automated video rentals. In December 2011, Blockbuster closed off its last branch store, and had only 80 automated video rentals left.

Japan
In March 1991, Fujita Den Trading (which was the master franchise owner of McDonald's in Japan) and Blockbuster Inc. entered into a joint venture to establish Japan's first Blockbuster Video stores. By October 1992, Fujita and Blockbuster opened 15 stores in the country – four of them next to McDonald's outlets and most being located in the greater Tokyo area. Unlike Blockbuster's U.S. stores, each Japanese outlet only occupied about half the floor space at 5,000 square feet due to the country's more limited available real estate. By June 1996, 32 stores were in operation with a public aim for 150 by 1998. Blockbuster Japan faced heavy competition from Osaka-based video rental chain, Tsutaya, with its 817 outlets, but the company saw opportunity in the population having high VCR ownership levels (at around 75%), low satellite TV penetration (at around 27%), and well-ordered store layouts (unique for most local video stores). However, Blockbuster's business strategy of "wholesome home entertainment" saw it refuse to stock adult entertainment, which accounted for 35% of the Japanese video market, or the extreme horror films that were also popular. All of which meant Blockbuster was unable to fit adequately into the Japanese market, and was immediately put at a disadvantage compared to competitors that had no such ethical stance. Blockbuster handed its remaining shares over to Fujita Den Trading in 1999, and exited the Japanese market.

Mexico
In September 2015, all remaining Blockbuster retail stores (263 in total) in Mexico had been converted to "The B Store", and the floor space dedicated to video rentals reduced from 70% to 20%, the remaining space being used for general technology and electronics sales. The re-branding occurred with the owners not renewing their license with Blockbuster and the imminent expiry of the existing license. All remaining B-stores closed by July 2016.

New Zealand
The chain also operated for many years in New Zealand, but over the years lost customers to other retailers like United Video and Video Ezy, as well as the rise of streaming services. While the store in Bend, Oregon was generally regarded as the last Blockbuster store, there was one in Dargaville, north of Auckland, that managed to stay open until finally closing at the end of January 2020.

Norway
In December 2002 the first Blockbuster store opened in Norway, and was followed by another store some months later in 2003, both located in Oslo. The hope was to acquire an already existing video chain. When that failed, it was made an attempt to build a Norwegian blockbuster chain from scratch. But both stores closed in the spring of 2004.

Peru
Blockbuster opened its first store in Peru in 1995, and by 2002 it had ten stores in Lima. However, in 2006, Blockbuster announced that it plans to shut down its stores in Peru due to poor revenues, which it blamed on the effect of movie piracy. The last store in Peru was closed on January 3, 2007. The company had already closed down its stores in Ecuador, Portugal and Costa Rica. El Salvador followed in 2010, and Argentina in 2011.

United Kingdom
In March 1989, Blockbuster opened their first store in the United Kingdom on Walworth Road, London. In February 1992, Blockbuster purchased Citivision PLC, the biggest home-video company in Britain, for $81 million (~$ in ). At the time, Citivision operated about 775 stores in Britain branded as Ritz.

Blockbuster UK operated trade functions in all their stores, buying and selling pre-owned DVDs, console games, and gaming accessories. Stores offered either store credit or cash for trade-ins, and would price-match with competitors. At its height in 2002, Blockbuster UK operated out of over 800 stores.

In early 2013, the company had 528 locations in the United Kingdom. On January 16, 2013, Blockbuster placed its United Kingdom subsidiaries in administration, putting over 4,000 jobs at risk. Non-UK stores were unaffected by the administration, and continued to trade as normal. On February 1, 2013, a large number of Blockbuster stores in the UK were closed, and the UK business was purchased out of administration by restructuring firm Gordon Brothers Europe on March 23, 2013.

Blockbuster UK then traded as TS Operations, with only 264 branches retained. On October 29, 2013, Blockbuster UK announced it was to go into administration for a second time. On November 14, 2013, 72 store closures were announced, with another 62 made on December 5. A week later, with no success in finding a buyer, it was announced by Moorfields Corporate Recovery that all remaining stores in the country would cease operation on December 16, 2013, with stock to be cleared the day before this.

In September 2018, to coincide with the digital release of Deadpool 2, a pop-up retail store in the style of an original 1989 Blockbuster outlet was opened for two days in Shoreditch in East London. The store gave away 1,989 copies of the film in reference to Blockbuster's entry year into the UK market.

Brazil
In January 2006, Blockbuster Brazil also introduced an online rental service now featuring both DVD and Blu-ray plans. There were four Block plans available with prices ranging from R$34.90 to R$79.90. The 3-disc plan with unlimited exchanges was R$49.90/month. Unlike the U.S. service, there was no in-store disk exchange.

Movielink acquisition
On August 8, 2007, Blockbuster announced that it had reached an agreement to purchase Movielink. According to the 8-K filing by Blockbuster, the total purchase price was $6.6 million.

The Nordics
Blockbuster streaming service is still active in Nordic Countries, offering both unlimited streaming and 48-hour rental of films online. Several Smart TVs have the Blockbuster app pre-installed out-of-the-box, and it is available on a variety of streaming devices such as Google's Chromecast. In 2020, the rights to the Blockbuster brand moved to Nuuday, and to SF Anytime AB in 2023.

United Kingdom
Rentals cost £3.50 to £4.50 and lasted for five nights, usually from Monday to Friday due to the postal service. Late fees of £0.70 to £0.90 per disc applied if a disc was not returned on time.

In May 2004, Blockbuster also introduced an online subscription service. The unlimited three-disc plan cost £14.99/month but did not allow in-store exchange, contrary to the U.S. service. Partial support for in-store exchange was added in April 2005 with the launch of an "OnlineXtra" service. This service cost £2 per month, required an online subscription to a disc plan, and added two extra discs sent by mail. The OnlineXtra discs could be exchanged in store, but the non-OnlineXtra discs could not. The program was discontinued in 2006 with no grandfathering, but an in-store-only variant of it resurfaced in early 2008. A "Click & Collect" service launched in September 2010 allowed the reservation of Blockbuster movies in store, but the store's regular rental fees applied until the company added in-store exchanges in May 2012. Support for game reservations was added in November 2011.

In 2008, Blockbuster UK's website underwent an overhaul, with an online store; a retail store stock checker; improved search functionality; and a critically acclaimed layout. In-store pickup and exclusive titled were added in 2009. Some of the titles which had an exclusivity period at Blockbuster include Gran Torino, Changeling, Taken, and Knowing. Additionally, online rental downloads of Universal Pictures in the United Kingdom remains exclusive to Blockbuster. This provides an advantage to the rental company compared to its competitors HMV, Play, and LoveFilm.

In January 2010, Blockbuster UK launched an online blog. Improved search algorithms, product pages, and social network links were added to the site in April 2010. Blockbuster UK aired a monthly BB Insider online video show from May 2010 to January 2011 and launched an iPhone App in September 2010. Throughout the year 2011, Blockbuster UK announced several price cuts along with a new Blockbuster loyalty card program.

These price drops were followed by a price drop of the Blockbuster UK online pay per rent service. Although some Blockbuster UK advertisements claim that the company no longer charges late fees, the fine print and/or voiceover clarifies that rentals will be charged an extra pound for every additional night. A "Top Ticket" feature was added in April 2011, allowing monthly subscription customers to rent an additional movie at no extra charge and to receive it before other movies they request. Support for online sales of used movie and game discs was added in July 2011. The Blockbuster UK website was enhanced in September 2011. During the following month, a new TV section was added to the website.

3D Blu-rays were added to Blockbuster UK in February 2012. In May 2012, Blockbuster UK partnered with IGN to launch a new Blockbuster VIP Gamer loyalty program.

On January 16, 2013, Blockbuster UK entered administration, appointing Deloitte as company administrators, casting doubt over the future of their 528 stores in the country. An announcement was then made by Deloitte that 160 UK stores would close.

On February 13, 2013, Deloitte announced a further 164 store closures, leaving 204 stores trading in the UK. The business was sold to restructuring firm the Gordon Brothers Group on March 23, 2013. On October 29, 2013, Gordon Brothers filed notice of intention to appoint an administrator. On November 28, 2013, Blockbuster UK officially entered administration for the second time, and by December 2013, all stores were closed, as no buyer for the chain was found.

United States
In 1997, Enron Corporation had entered the broadband market, constructing and purchasing thousands of miles of fiber optic cables throughout the United States. In 2001, Enron and Blockbuster Inc. attempted to create a 20-year deal to stream movies on demand over Enron's fiber optic network. However, the "heavily promoted" deal fell through, with Enron's shares dropping following the announcement.

On August 11, 2004, Blockbuster introduced a DVD-by-mail service in the US to compete with the established market leader, Netflix.

Blockbuster's US online operation started with around 10 warehouses; further expansions every year brought that number to 41, plus more than 1400 stores in the Blockbuster Online network. Most Blockbuster independent franchises did not honor the Total Access program. The company had 1.5 million subscribers at the end of the third quarter of 2006. Blockbuster's move to follow the business pattern with its online rentals as was established by Netflix prompted Netflix to sue Blockbuster for patent infringement. Blockbuster counter sued with a counterclaim alleging deceptive practices with its patent which it alleged was designed to maintain an illegal monopoly. The suits were eventually settled, and while the terms were not disclosed it was later reported that Netflix recorded a settlement payment from Blockbuster of $4.1 million (~$ in ) in the second quarter of 2007.

Blockbuster offered several online movie rental plans. In some cities customers could add games to their movie rental queue as if they were included in their plan, but game rentals resulted in a separate additional fee which was not displayed or charged until the end of the billing cycle. Until July 26, 2007, Blockbuster offered and advertised unlimited free in-store exchanges of online rentals with all plans. Since then there were several changes back and forth with regard to this policy; in March 2010 customers were allowed a limited number of in-store exchanges.

At the end of 2006, Blockbuster Total Access had 2.2 million customers, exceeding their original goal of 2 million, according to its website. After an aggressive media campaign that accounted for much of Blockbuster's $46.4 million (~$ in ) net loss in the first quarter of 2007, the Total Access subscriber base surpassed 3 million customers in total, marking the company's highest subscriber growth quarter ever. By 2009, however, the company was declining to provide figures when asked by The Wall Street Journal.

On January 5, 2007, Southern Stores Inc., one of Blockbuster's largest franchise operators in the United States, filed a lawsuit in federal court alleging that, by introducing Blockbuster Online and Blockbuster Total Access, the rental chain has undercut the group's franchise agreement.

On August 6, 2010, Blockbuster By Mail subscribers gained access to Blockbuster's library of console games, in addition to movies and television shows.

On March 31, 2012, Blockbuster On Demand removed support from set-top box media players, including Vudu, WDTV, and Roku. Supported devices now only included computers, Blu-ray players, select television sets, and cellular phones.

On February 26, 2013, Roku, Inc. announced that Blockbuster On Demand was being launched on Roku's channel store. Supported devices now included computers, Blu-ray players, select television sets, cellular phones, and the Roku set-top box.

In November 2013, Dish Network said its DVD-by-mail service would shut down by mid-December.

Super Bowl
One of Blockbuster's most well-known advertising campaigns was launched in 2002 during Super Bowl XXXVI. It starred the voices of James Woods and Jim Belushi as Carl and Ray, a rabbit and a guinea pig in a pet shop located across the road from a Blockbuster store. The first campaign ended in 2003. The Carl and Ray campaign started again in 2007 starting with a commercial in the first quarter of Super Bowl XLI.

Misleading advertising
In 2005, Blockbuster launched a marketing campaign describing changes in its late fees policy and offering "No Late Fees" on rentals. The program sparked investigations and charges of misrepresentation in 48 states and the District of Columbia: state attorneys general including Bill Lockyer of California, Greg Abbott of Texas, and Eliot Spitzer of New York argued that customers were being automatically charged the full purchase price of late rentals and a restocking fee for rentals returned after 30 days. In a settlement, Blockbuster agreed to reimburse the states the cost of their investigation, clarify communication to customers on the terms of the program, and offer reimbursement to customers charged fees prior to the clarification. New Jersey filed a separate lawsuit and was not a party to the settlement.

The 2005 controversy came after a related lawsuit settled in 2002 in Texas. That lawsuit, alleging exorbitant late fees, led the company to pay $9.25 million in attorney fees and offer $450 million in late fee refund coupons (which were rent-one get-one-free coupons, and thus required the customer to make an initial expenditure). The company estimated that the coupons would ultimately cost about $45 million depending on the redemption rate; an attorney for the plaintiffs estimated the final cost at closer to $100 million at a redemption rate of about 20% (calculated based on a similar case in Michigan).

Such corrections were also sent to international stores such as those in Canada to prevent further lawsuits.

Blockbuster reintroduced late fees in the United States in 2010 under the name of "Additional Daily Rates". With this pricing scheme, rentals were once again limited to a certain number of days and accrued pay-per-day rates after the days allocated are exceeded.

Presidents and CEOs

 * John F. Antioco, CEO: 1997–2007
 * James W. Keyes, CEO: 2007–2011
 * Michael Kelly, president: 2011–2015

title: Blockbuster (retailer)


text:
Malcolm Alexander MacLean

Malcolm Alexander MacLean (August 14, 1844 – April 4, 1895) was the first mayor of Vancouver, British Columbia, serving from 1886 to 1887.

Early life
MacLean was born in 1844 to Allan and Jane McPhadden married 8 Mar 1820 [GROS Data OPR 551/1 -2] in Cornaigbeg Tiree, Scotland. Around 1848, the family relocated to Victoria County in Ops Township, Upper Canada, where MacLean was educated and later became a teacher. As he taught over three years, MacLean saved money with the goal of becoming a doctor; instead, after his brother's lumber company failed, his money ended up paying off business debts. MacLean then attended Eastman's National Business College in Poughkeepsie, New York, and after graduating worked in New York City for Cunard Steamship Company.

In the 1860s, MacLean returned to Canada, opening a general store in Oshawa, Ontario. He married Margaret Anne Cattanach on 5 January 1869, and the couple soon moved to Dundas, where MacLean ran another general store. His marriage into the Cattanach family quickly expanded MacLean's horizons; after his sister-in-law, Jessie and her husband Arthur Ross relocated to Winnipeg, MacLean followed suit in 1878.

There in Winnipeg, MacLean first began working as a commission-merchant, then soon joined Ross in the real estate business, amassing a fortune after the 1881–82 real estate boom. Unfortunately, a depression soon followed, causing MacLean to quit his business and move his family further west to a farm in the Qu'Appelle valley.

It is possible that MacLean served in the North-West Rebellion in 1885.

Later the same year, MacLean travelled to San Francisco. Originally en route to Honolulu with plans to enter Hawaii's sugar beet industry, he instead continued to Granville, today known as Vancouver. (Arthur Ross already was familiar with Granville, having recommended the town to serve as the western end of the Canadian Pacific Railway.) MacLean arrived in Granville at the start of 1886; within a month, MacLean found himself with a job running Ross' real estate office while Ross was away in Ottawa serving as an MP for Lisgar, and within half a year MacLean was operating his own real estate firm.

Politics
In addition to his real estate business, MacLean began to pursue politics almost immediately after arriving in Granville. In February 1886, he worked to petition the provincial legislature to incorporate and rename the town, and as a result, on April 6, the city of Vancouver was formed.

Mayoralty
A mayoral election for the newly formed city was held on 3 May 1886. The race was extremely close: MacLean's opponent, Richard H. Alexander, was favored to win due to his support from the long-established elite, as Alexander had arrived in British Columbia during the colonial days. MacLean, though, pulled support largely from three groups: other newly arrived Manitobans and Ontarians (whom Alexander had dismissed as "North American Chinamen"); workers at Hastings sawmill involved in a labour dispute against Alexander, the mill's owner, who had pledged to hire Chinese workers to replace striking white workers; and the Knights of Labor, also driven by anti-Chinese sentiment. MacLean won the election with 242 votes against Alexander's 225—a difference of just seventeen votes—and on 25 May, MacLean was made Justice of the Peace.

Days later, supporters of Alexander (including later mayor David Oppenheimer) officially petitioned Victoria, claiming that at least 100 ballots had been cast illegally; fifty years later, backers of MacLean confirmed in interviews that many had voted illegally, including "houseboat tenants" and "itinerant hotel guests."

The voting scandal was quickly forgotten in the wake of the Great Vancouver Fire on 13 June 1886. Following the inferno, MacLean and his council members successfully convinced Governor General Henry Petty-Fitzmaurice, 5th Marquess of Lansdowne to give the military reserve in Burrard Inlet to the city, which became Stanley Park. In December 1886, MacLean was re-elected mayor, having run on a platform to extend the franchise and to restrict the property rights of the city's ethnic Chinese residents.

MacLean was greatly focused on the completion of the Canadian Pacific Railway, calling it "the placing of the keystone in the arch of confederation;" after three months of unofficial use, the first official train arrived in Vancouver on 23 May 1887. Later that year, the Vancouver Board of Trade was formed, and MacLean presided over its inaugural meeting. By 1888, MacLean claimed credit for improvements around Vancouver such as the clearing and grading of streets and the construction of vital infrastructure.

Post-mayoralty
After his service as mayor, MacLean was appointed police magistrate of the city and continued in that position until 1890. In 1893, he was appointed a special commissioner of immigration in the United States by the Canadian government; while abroad he presented lectures on the opportunities presented in western Canada. In 1895, he was appointed stipendary magistrate for the district of Vancouver.

Personal life
Due to his early white hair and personality, MacLean was sometimes known as "Squire MacLean." He was fluent in Scottish Gaelic and organised the St Andrew's and Caledonian Society of Vancouver in 1886. He was an avid promoter of British Columbia and Canada, penning articles praising them for the Scottish American and British periodicals.

Death
MacLean died in 1895 at the age of 50. He was buried at Mountain View Cemetery in Vancouver, where several other past mayors are also at rest.

title: Malcolm Alexander MacLean