Question: - - - - Questions - - - - Define and explain any two of porter's five competitive forces with respect to Netflix ( 2

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Define and explain any two of porter's five competitive forces with respect to Netflix (2 point).
Explain how IT enables Netflix to address two of the five competitive forces described in porters porter's five competitive forces model (2 points).
What strategies can Netflix use to to counter the five competitive forces identified by Porter to gain competitive advantage?(1.points)
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Netflix Inc. is an American company that started as a DVD rental and selling service in 1997 by Reed Hastings and Marc Randolph. The Headquarters of the company are in Los Gatos, California, United States. Customers could rent DVDs online and have them delivered to their homes via mail. However, Netflix came to the limelight in 2010 when they redesigned their business model and ventured into Video on Demand Streaming. Customers could stream movies and TV shows online.
With this new operation, they expanded exponentially in over 190 countries with subscribers over 200 million. The company produces and distributes its original content, including documentaries, movies , TV shows as well as licensed content from other studios and networks. Netflix recommends the content to its subscribers based on their likes, dislikes and preferences.
Netflix has also offered interactive content in recent years, such as hit movie Bandersnatch. To cater its growing audiences, Netflix is also investing heavily in international content.
Netflix is also a major player in the film industry, producing and distributing critically acclaimed movies like Roma. Netflix has received awards like Emmy, Golden Globe and Academy Awards for its original content.
The Major competitors of of Netflix are Amazon prime video, Hulu, Disney+, HBO Max, etc. The revenue and Net Income of the company in 2021 quarter 2 was $7.34 billion USD and $1.35 billion USD respectively. Netflix was listed at New York Stock Exchange (NYSE) with a market cap of 65.41B USD.

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