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MLA
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Business & Marketing
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Topic:

Competitive Rivalry in the Movie Theatre Industry (Coursework Sample)

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Competitive rivalry in the movie theatre industry

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Content:

Competitive rivalry in the movie theater industry
Table of Contents TOC \o "1-3" \h \z \u 1.Introduction PAGEREF _Toc406534253 \h 32.Industry Analysis (Attractive Industry) PAGEREF _Toc406534254 \h 3Power of suppliers (High/Low) PAGEREF _Toc406534255 \h 3Power of Buyers (Medium) PAGEREF _Toc406534256 \h 3Threat of New Entrants (Medium) PAGEREF _Toc406534257 \h 4Threat of Substitutes (High) PAGEREF _Toc406534258 \h 43.Conclusion PAGEREF _Toc406534259 \h 44.References PAGEREF _Toc406534260 \h 5
1 Introduction
The movie theater industry includes organizations that involve themselves with film presentation. In the United States, the industry includes cinemas, outdoor movie theaters and drive-in movie theaters. It, likewise, includes celebration film exhibits. The single most important element that influences the industry players struggling to sustain their market share is high obstructions to entrance. At present, the digital screen technology is highly expensive; it is reasonably attractive only to those who enjoy the profits offered by the economies of scale (Duncan). Multi-screen theaters are especially exorbitant to build. On the other hand, acquiring and revamping more seasoned theater buildings results in very basic theaters. Operational hindrances to entrance include the circulation understandings that exist between the theaters and the movie wholesalers. The wholesalers often conclude concurrences with Hollywood studios. While this hindrance may be insignificant for art house theaters (or some other particular sorts of theaters), new contestants willing to work in the mass film market segments find it hard to surpass. Furthermore, the movie merchants may make it obligatory for an administrator to screen a certain movie for a particular number of hours every day, or in a week by week session.
2 Industry Analysis (Attractive Industry)
Power of suppliers (High/Low)
Movie theaters tend to have numerous suppliers who have next to no power over what the theater does. In any case, it is a big movie production companies that are the ones in control. Since these companies are accountable for making, promoting and distributing movies, the theaters are at their mercy (Fahy and Smithee).
Then again, the suppliers of concessions and tools have next to no power over the movie theaters. There are numerous suppliers of theater sustenance and gear who need the theater customers.
Power of Buyers (Medium)
The movie theater industry tends to work at a strict neighborhood level. The important consumers normally have a tendency not to make long distance trips to watch movies. Movie theaters, especially those in small towns, tend to have a dependable customer base nearby because of the closeness of the area.
Threat of New Entrants (Medium)
The volume of cash flow required to assemble and start a movie theater is high. The most expensive piece of the theater tends to be the building itself (Epstein). Consequently, the most widely recognized startup of a theater is a person or organization that purchases an already existing and established theater and runs it.
Threat of Substitutes (High)
Viewing movies is considered to be a leisure activity, so any other sort of leisure activity could be considered a substitute to Marcus Corporation's movie theater division. Everything from staring at the television to surfing the internet would be considered a substitute.
3 Conclusion
At the declining life-cycle stage, the industry players would be compelled to cut their expenses and bring down the profit margins. The essential components of rivalry include the separation of offerings (regularly ...
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