1. Five-forces Analysis. What are true factors intensifying the rivalry among the subscription-based providers of streamed video content?

Group of answer choices

a. Power of brand name and the competitors' reputation to attract subscribers.

b. There is a growing number of individuals/households gaining access to affordable high-speed Internet service and the ability to watch streamed content on any Internet-connected device.

c. High switching costs on the part of buyers

d. Subscribers may have more than one subscription, e.g. Netflix and Hulu

e. Amazon Prime, YouTube, HBO Max, Disney+/Hulu/ESPN, Apple+, Hulu, Netflix, and other industry incumbents are exerting tremendous competitive pressure to maintain the pace of "must-watch" on-demand content.

f. The battle for sales revenues and market shares is becoming increasingly contested and seems destined to become more fierce.

g. Rivalry will increase as the product offerings of rivals become more standardized.

h. The incumbents' low cost (royalties or investment) of new shows and programs to incorporate in the library of options for viewers.

2. Five-forces Analysis. What are the true factors decreasing the threat of new entrants into the subscription-based providers of streamed video content?

Group of answer choices

a. The entry barriers into the industry are high making difficult for any new business to compete with Netflix, Amazon, Hulu, or Apple.

b. There is a high entry cost associated to developing a website with convenient video search, video recommendation, and video selection software capabilities, plus the capability to stream to many different types of devices.

c. There is a rapidly escalating cost of licensing attractive content from movie studios and TV networks, and gaining rights to stream live sporting and entertainment events.

d. Scale is not an issue since the Video Streaming companies' costs are mainly fixed based on personnel to operate the platform and amortization of royalties and shows production investments.

3. Five-forces Analysis.What are true factors intensifying the threat of substitutes in the subscription-based providers of streamed video content?

Group of answer choices

a. There is a vast multitude of new and old TV shows and movies offered on DVD to buy or rent.

b. Watch a movie or TV programs on any of the various TV channels typically available from cable, satellite, and telecommunications providers,

c. Watch a desired first-run movie at movie theaters

d. Acceptable substitutes are readily available and competitively priced or free, making the buyer costs to switch to substitutes relatively low.

4. Five-forces Analysis.What are true factors intensifying the bargaining power of suppliers into the subscription-based providers of streamed video content?

Group of answer choices

a. the vast majority of library content has to be negotiated with movie studios, TV networks, and the "owners" of live sports events

b. Important members of the Industry like Netflix and Amazon are developing and producing their own content - a vertical back integration strategy.

c. All streaming providers will undoubtedly have to compete on the basis of having a large library of titles available for streaming.

d. Generally, content providers have the upper hand to influence the price and other terms and conditions under which their movies, TV episodes, and live events will be released or licensed for streaming.

e. Since independent movie studios and independent producers of TV shows and documentaries own the titles they have produced, they are able to command sizable fees to license popular/attractive titles to all the various different streaming/VOD competitors.

f. Netflix and other streaming services dictate when they want to show new released movies.

g. Netflix, Amazon, and Hulu type of companies have the scale (# of subscribers) that helps minimize the suppliers bargaining power.

5. Five-forces Analysis.What aretruefactorsintensifyingthe bargaining power of buyers (subscribers) into the subscription-based providers of streamed video content?

Group of answer choices

a. Individual subscribers/viewers are not in a position to negotiate the terms and conditions under which they will watch a streamed program or the content of any streaming provider.

b. Individual subscribers/viewers may opt to switch to a different provider and negotiate for a better rate at any time.

c. Subscribers cost to switch is low.

d. The increasing number of high-profile companies launching their own streaming platform helps to shift power towards to buyers.

e. Buyers have limited options to choose from as alternative to streaming services

6. From the supplemental material, the following is a possible Netflix Vision Statement.

Looking from the standpoint of best practices to write a Vision statement learned in class, check the comments most likely would appear in a critique of the Netflix Vision Statement.

Vision Statement:

"At Netflix, we aspire to have best-in-class stories across many genres. We want more people to see their lives and cultures reflected on screen. We believe great stories can come from anywhere like France, South Africa, Brazil, Turkey, Korea, Mexico, or India and be loved everywhere. We offer creators the ability to reach audiences all around the world, across many devices and languagesand we work hard to provide recommendations that make it easy for members to find something they'll love."

Group of answer choices

a. Determines focus - a decision-making guidance to managers.

b. It is forward-looking and directional.

c. The Journey seems feasible with measurable progress.

d. it is memorable and easy to communicate

e. It dwells too much on the present

f. It uses overly broad language.

g. It is too generic - lacks direction

h. It is long and runs on-and-on.

7. What is Netflix's strategy? Which one of the four generic competitive strategies discussed in class most closely fits the competitive approach that Netflix is taking? What type of competitive advantage is Netflix trying to achieve?

a, Broad Low-Cost Provider

b. Broad Differentiator

c. Niche Differentiator

d. Niche Low-Cost Provider