Answer parts 4-7 Learning Activity - Marketing 2150 Spring 2020Chapter 15- Bringing It All TogetherGrowth Strategies: Where Do We Want To Go?In this learning activity, we will develop skills related to describing how strategy is developed at thecorporate, business unit, and functional levels in an organization. Knowing where the organization is at thepresent time enables managers to set a direction for the firm and allocate resources to move in thatdirection. Two techniques to aid in these decisions are the (1) business portfolio analysis and (2) market-product analysis. The Boston Consulting Group's (BCG) business portfolio analysis uses quantifiedperformance measures and growth targets to analyze a firm's business units (called strategic business unitsor SBUS by BCG) as though they were a collection of separate investments.Read the mini case study below and respond to the questions that follow.If in 1997 a customer had been charged a late fee of $40 for a VHS tape of Apollo 13, what might she or hehave done? Maybe just grumble and pay it? In the case of Reed Hastings, he was embarrassed, apparentlypaid the $40 late fee, and-this is where he's different-got to thinking that there's a big market out there."So I started to investigate the idea of how to create a movie-rental business by mail," he told a Fortunemagazine reviewer.The Original Business Model: "Early on, the first concept we launched was rental by mail, but it wasn'tsubscription-based so it worked more like Blockbuster," says Hastings, the founder and chief executive officerof Netflix. It wasn't very popular. So in 1999, he relaunched his idea with a new business model-as asubscription service, pretty much the mail business you see today. "We named the company Netflix, notDVDs by Mail, because we knew that eventually we would deliver movies directly over the Internet," Hastingssays.Netflix's Changing Business Model: The Netflix DVDs-by-mail model delivered movies on DVD to customersfor a fixed monthly fee-and drove Blockbuster to seek bankruptcy protection. But the Netflix businessmodel changed over eight months in 2008: from "Watch Now," enabling subscribers to watch any of 1,000streaming movies on a PC, to partnering with TiVo, Xbox, and others to enable their systems to let you seeone of about 12,000 movies on your television. The movie distribution channel has also expanded with web-ready TVs such as Sony's Bravia, game consoles such as Xbox 360, and tablets such as Apple's iPad.With Netflix breaking a series of technology barriers, its "any movie, any time" business is just around thecorner. In mid-2011, Netflix introduced controversial new pricing options: DVD only, streaming only, or both.Then in late-2011, when customer reaction exploded, Reed Hastings cancelled the plan to separate Netflix'sDVD-by-mail business from its movie streaming service. Change is a constant in the Netflix business model.Netflix alters its "business model" to respond to changing consumer demand and technologies. Manyorganizations need to continually improve their businesses in order to stay ahead of the changes that areevident now and predicted for the future.Questions1. Of the SBUS identified in Netflix's history, which ones are Cash Cows?2. Of the SBUS identified in Netflix's history, which ones are Stars?3. Of the SBUs identified in Netflix's history, which ones are Dogs?4. Of the SBUs identified in Netflix's history, which ones are Question Marks?Learning Activity - Marketing 2150 Spring 2020Chapter 15- Bringing It All Together5. How would you advise Netflix as they move into a shifting future? What should they build, hold, harvestor divest?6. Netflix's leadership was able to foresee the change from watching movies on DVD to watching movies overthe Internet. How does this success validate the final words from Mike Jackson in this chapter's openingvignette?7. What media do you access to get your news and entertainment? How can Netflix reach consumers likeyou?

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Answer parts 4-7 Learning Activity - Marketing 2150 Spring 2020Chapter 15- Bringing It All TogetherGrowth Strategies: Where Do We Want To Go?In this learning activity, we will develop skills related to describing how strategy is developed at thecorporate, business unit, and functional levels in an organization. Knowing where the organization is at thepresent time enables managers to set a direction for the firm and allocate resources to move in thatdirection. Two techniques to aid in these decisions are the (1) business portfolio analysis and (2) market-product analysis. The Boston Consulting Group's (BCG) business portfolio analysis uses quantifiedperformance measures and growth targets to analyze a firm's business units (called strategic business unitsor SBUS by BCG) as though they were a collection of separate investments.Read the mini case study below and respond to the questions that follow.If in 1997 a customer had been charged a late fee of $40 for a VHS tape of Apollo 13, what might she or hehave done? Maybe just grumble and pay it? In the case of Reed Hastings, he was embarrassed, apparentlypaid the $40 late fee, and-this is where he's different-got to thinking that there's a big market out there.&#34;So I started to investigate the idea of how to create a movie-rental business by mail,&#34; he told a Fortunemagazine reviewer.The Original Business Model: &#34;Early on, the first concept we launched was rental by mail, but it wasn'tsubscription-based so it worked more like Blockbuster,&#34; says Hastings, the founder and chief executive officerof Netflix. It wasn't very popular. So in 1999, he relaunched his idea with a new business model-as asubscription service, pretty much the mail business you see today. &#34;We named the company Netflix, notDVDs by Mail, because we knew that eventually we would deliver movies directly over the Internet,&#34; Hastingssays.Netflix's Changing Business Model: The Netflix DVDs-by-mail model delivered movies on DVD to customersfor a fixed monthly fee-and drove Blockbuster to seek bankruptcy protection. But the Netflix businessmodel changed over eight months in 2008: from &#34;Watch Now,&#34; enabling subscribers to watch any of 1,000streaming movies on a PC, to partnering with TiVo, Xbox, and others to enable their systems to let you seeone of about 12,000 movies on your television. The movie distribution channel has also expanded with web-ready TVs such as Sony's Bravia, game consoles such as Xbox 360, and tablets such as Apple's iPad.With Netflix breaking a series of technology barriers, its &#34;any movie, any time&#34; business is just around thecorner. In mid-2011, Netflix introduced controversial new pricing options: DVD only, streaming only, or both.Then in late-2011, when customer reaction exploded, Reed Hastings cancelled the plan to separate Netflix'sDVD-by-mail business from its movie streaming service. Change is a constant in the Netflix business model.Netflix alters its &#34;business model&#34; to respond to changing consumer demand and technologies. Manyorganizations need to continually improve their businesses in order to stay ahead of the changes that areevident now and predicted for the future.Questions1. Of the SBUS identified in Netflix's history, which ones are Cash Cows?2. Of the SBUS identified in Netflix's history, which ones are Stars?3. Of the SBUs identified in Netflix's history, which ones are Dogs?4. Of the SBUs identified in Netflix's history, which ones are Question Marks?Learning Activity - Marketing 2150 Spring 2020Chapter 15- Bringing It All Together5. How would you advise Netflix as they move into a shifting future? What should they build, hold, harvestor divest?6. Netflix's leadership was able to foresee the change from watching movies on DVD to watching movies overthe Internet. How does this success validate the final words from Mike Jackson in this chapter's openingvignette?7. What media do you access to get your news and entertainment? How can Netflix reach consumers likeyou?

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