...Running head: A Horror Show at the Cinemaplex Assignment 4: A Horror Show at the Cinemaplex A Horror Show at the Cinemaplex 1. Perform a comprehensive analysis of the five (5) competitive forces. Discuss what level of competition can be anticipated amongst industry rivals. Among the 5 companies that own the majority of the theater, there is little difference in price or offerings. You don’t see ads saying come to our theater it is better that so and so company. As the text stated the theater that gets picked is usually paced on location. A. Rivalry among existing competitors It does not really seem like there is a lot of completion between the theaters themselves. Most of the threat is from outside sources and the current way of doing business with the studios and advertisers. B. Threat of new entrants The main completion is going to come from Red Box, On Demand, and Netflix, not theaters among themselves. The low cost high quality home theaters systems are giving family’s the movie feel without the cost, or dealing with cell phone conversations, rude staff, and commercials’. C. Bargaining Power of Suppliers The bigger megaplexes do have some bargaining power as far as concession items but they still sell their concession for the same price as the average for all theaters. D. Bargaining Power of Buyers The theater is at the mercy of the studio and the consumer. There is money to made mainly in locations where going to the movie is the high...
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...horror A Show at the Cinemaplex 1 A Horror Show at the Cinemaplex A Horror Show at the Cinemaplex Brenda Hawkins Strayer University Dr. Dwight Heaster Business Administration A horror Show at the Cinemaplex 2 Abstract As of 2007, the Cinemaplex had a total of $9.63 billion. That is a full 5 percent above the record set in 2006. That is an astonishing 1.4 billion tickets were sold in 2007. However beyond the headlines, the industrys a study in contradictions although the number of theatres is in a decline, the number of screens is at an all-time rise. The revenues are high, but the attendance is ultimately flat-1.4 billion tickets were sold had rarely improved from 1997. In 1997, 1.35 billion tickets were sold, that is a fraction of the 4 billion tickets that were sold in 1946. In 1946, the average person would attend twenty-eight films a year compared to today; the average person today would attend only six films a year. With the United States population continuing to grow, the market size in the core demographic group is slowly growing. Americans tend to spend more time on entertainment than ever before-spending an average 3,500 hours annually-however only twelve of those hours are spent at the Cinemaplex. Every three days, the average person watches more television. Movies still remain popular as they always have but the opportunities for viewing outside the theatre has indeed increased greatly. The motion picture studios had increased their revenues through product DVD sales...
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...| A Horror Show at the Cinemaples Tonya ShearnDr. Talil H. AbrhiemBUS 499 Strategic Management Concepts and CasesNovember 27, 2011 | | [Type the author name] | A Horror Show at the Cinemaplex Cinemaplex is a movie theater that has experienced changes due to technology advancements. The change has negatively affected the the attendance at the theater. Revenues have increased but only due to the inflated prices of tickets, concessions, and advertising revenues. Some of the technological advancements that have Cinemaplex concerned are; home theater systems, quick movie to DVD releases, video on demand, and internet streamlining. Perform a comprehensive analysis of the five competitive forces, Discuss what level of competition can be anticipated amongst industry rivals. Threat of New Entrants The threat of new entrants is low. The cost of entering the box office industry is substantial. More theaters have seen a decrease of almost 15.5% from 2000 – 2007. Also, the number of movie goers has significantly decreased, as well as a decline in the number of hours annually spent at a movie theater – 12. Bargaining Power of Suppliers The bargaining power of suppliers is high. A movie theater must use the distributor to get movie releases from the studios. Substitute suppliers are not available. It is critical to the exhibitor receive the goods of the supplier. Without the movies there would be no movie patrons, no concession or advertising sales. Bargaining...
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...A Horror Show at the Cinamaplex Shameka L. Evans Strayer University Business Administration Capstone/ BUS499 September 3, 2012 Dr. Barry Adkin A Horror Show at the Cinemaplex Cinemaplex is a movie theater that has experienced changes due to technology advancements. The change has negatively affected the attendance at the theater. Revenues have increased but only due to the inflated prices of tickets, concessions, and advertising revenues. Some of the technological advancements that have Cinemaplex concerned are; home theater systems, quick movie to DVD releases, video on demand, and internet streamlining Perform a comprehensive analysis of the five competitive forces. Discuss what level of competition can be anticipated amongst industry rivals. Applying the five competitive forces model in this case, it can be said that the competitive landscape in the film industry is concentrated, because the top four competitors have control of the majority of the market share, hence a high concentration ratio. Since only a few competitors control the majority of the market share, there is less competition; since there is less competition in the film industry, it can be considered disciplined. In order for this to change, one of the top four competitors would have to seek a competitive advantage over the other firms. High fixed costs, which would make a competitors have to produce more services to attain lower costs of services; low switching costs, which allow a customer to...
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...Assignment 4: A Horror Show at the Cinemaplex Jeffrey Evans BUS 499 Prof. Michael Petty 05/26/2012 Abstract If the motion picture industry’s performance in 2007 were a feature presentation, the marquee would read “Massive Box Office: Smashing Records the Sequel!” At $9.63 billion, box office revenue set another record in 2007, a full 5 percent above the record set in 2006’s.1 An astonishing 1.4 billion tickets were sold in 2007. But beyond the headlines, the industry is a study in contradictions: the number of theaters is declining, but the number of screens is at an all time high revenues are up, but attendance is largely flat – that 1.4 billion tickets is little improved from 1997 when 1.35 billion tickets were sold and a fraction of the 4 billion sold in 1946. Then the average person attended 28 films a year, today it is 6.2 the U.S. population is increasing, but the size of the market in the core demographic group is growing more slowly Americans spend more time than ever on entertainment – 3,500 hours annually – but only 12 are spent at the movies.3 The average person spends as much time watching TV every 3 days. Movies remain as popular as ever, but opportunities for viewing outside the theater have greatly increased. While motion picture studios increased revenues through product licensing, DVD sales, and international expansion, the exhibitors – movie theaters – have seen their business decline. Movies are more available than ever, but fewer are venturing to...
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...BUS 499 – Business Administration Capstone (Prerequisite: To be taken as last or next to last course) COURSE DESCRIPTION This course is the capstone course for the Bachelor of Business Administration program. It examines the processes by which organizations formulate strategy, implement policy, and evaluate outcomes in the highly competitive and dynamic global environment. The ethical implications of strategic choices are a central concern of this course. Analytic, integrative, and decision-making skills will be exercised through the use of case analysis and decision making. INSTRUCTIONAL MATERIALS Required Resources Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic management: Competitiveness and globalization, concepts and cases: 2011 custom edition (9th ed.). Mason, OH: South-Western Cengage Learning. Supplemental Resources Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: Are senior strategy directors a missing link? California Management Review, 51(3), 74-94. Derfus, P. J., Maggitti, P. G., Grimm, C. M., & Smith, K. G. (2008). The red queen effect: Competitive actions and firm performance. Academy of Management Journal, 51(1), 61-80. Franken, A., Ewards, C., & Lambert, R. (2009). Executing strategic change: Understanding the critical management elements that lead to success. California Management Review, 51(3), 49-73. COURSE LEARNING OUTCOMES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Identify the vision, mission, and stakeholders...
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...Gujarat Co-Operative Milk Marketing Federation Limited (GCMMF), 421 4. The Park, Calcutta, 439 5. Kanpur Confectioneries Private Limited (A), 461 6. Kanpur Confectioneries Private Limited (B), 467 7. Aravind Eye Care System: Giving the Most Precious Gift, 473 8. ITC Limited, Bangalore (A), 495 9. ITC Limited, Bangalore (B), 499 10. The Living Room: Redefining the Furniture Industry, 505 11. Cognizant: Preparing for a Global Footprint, 515 12. One Mission, Multiple Roads: Aravind Eye Care System in 2009, 535 13. Wal-Mart Stores, Inc. (WMT), 555 14. Alibaba.com, 583 15. Apple Computer, Inc.: Maintaining the Music Business While Introducing iPhone and Apple TV, 597 16. Blockbuster Acquires Movielink: A Growth Strategy?, 615 17. A Horror Show at the Cinemaplex?, 627 18. JetBlue Airways: Challenges Ahead, 635 19. Blue Ocean Strategy at Henkel, 655 20. Nucor in 2009, 663 21. TNK-BP (Russia) 2008, 687 22. Barclays: Matt Barrett’s Journey—Winning Hearts and Minds, 701 23. Nintendo’s Disruptive Strategy: Implications for the Video Game Industry, 707 Coca-Cola vs. Pepsi in India: The Battle of the Bottle Continues Case 1 S. Manikutty Soft drinks or cool drinks, as they are known in India, refer to non-alcoholic drinks served in bottles or other packaging, to be distinguished from hot beverages such as coffee and tea, or cold beverages such as squashes and fresh lemon syrups or syrups of different flavors mixed with water. Soft drinks consist of a flavor base, a sweetener,...
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