part A.

part B.

part C

Within the strategic business unit (SBU) portfolio analysis, a star reflects a business unit that has high market share in a high growth market. Depending on how a company manages such business units, they may become in the long-term. Select one: a. only a question mark b. only a cash cow c. a cash cow but not a dog d. a question mark but not a dog e. a cash cow or a dog Which of the following examples best depicts a customer relationship group which offers highor degree of profitability, yet short-term loyalty? Select one: a. A prepaid wireless service subscriber who brings hisher own device but purchases a high-priced data plan from the company. b. An insurance company customer who purchases a multiline policy and remains with the company for several years. c. A streaming service customer who often switches companies to get the lowest-priced monthly package. d. A customer who has purchased a mid-tier/mid-priced Samsung TV each time they bought a-new television set. e. A customer that always buys refurbished washer-dryers whenever he/she decides to replace their existing units. In 2004, Blockbuster was a leading provider of home entertainment services (rental movies and video games) in the US market. At its peak, the company operated thousands of physical stores across the US and had developed strong relationships with Hollywood studios for content licensing. In doing so, the company had created significant barriers to entry for new competitors who could not match the company's Physical distribution capability nor its brand recognition among consumers. Over the next several years, as availability and adoption of home broadband access increased, new video streaming services and providers entered the market, Blockbuster began to incur significant losses. Blockbuster eventually filed for bankruptcy protection in 2010 where Dish Network acquired its remaining assets. Which of the following likely affected Blockbuster's ability to survive? Select one: a. Inability to respond to technological, consumer, and competitive changes. b. Unwillingness to develop in-house original shows, movies, and music. c. Unwillingness to offer promotional pricing in the wake of declining demand. d. Lack of access to debt and equity markets. e. An increase in consumer interest in video entertainment