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Group 6- Juliana Paez , Samuel Castañeda, Santiago Ruiz, Martin Gaitan, Samuel Figueroa, Sophia Cabrera 

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Group 6- Juliana Paez , Samuel Castañeda, Santiago Ruiz, Martin Gaitan, Samuel Figueroa, Sophia Cabrera 

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The multi level-strategy that we would recommend for Streaming platforms would be a cobranding corporate strategy. Obviously the future and the present are the streaming platforms, this is why it is inefficient to continue competing within the sector (netflix vs amazon for example). Understanding that these organizations really compete for the diverse, the quality and quantity of their content , not price, we propose them to create a related and non-related strategy  within the companies in the industry and with other brands that do not necessarily belong in the streaming universe.  (What happens if multiverses are generated between the universe of Netflix originals and the universe of Amazon originals?)

A functional strategy guided towards marketing that could work in countries like Colombia, could be to take streaming to the streets (a strategy that radio stations and companies such as Caracol or RCN use a lot) this would create new business units and domains that would serve to connect directly with customers and create emotional  relationships with them (what happens if Netflix puts a free movie in the open car cinemas that opened in the pandemic?)

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Isabela Rodriguez
Saumya Srivastava
Michelle Guzman
Mariana Sáchica

We would advise the company to use a business level strategy to invest on experts that can identify future viewing trends and choose the programs that will give the company a competitive advantage.

Furthermore, it would be desirable that the company invests in a corporate level strategy to enlarge its domain and diversify the content offered to be able to attract a broader public.

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Santiago Pérez
Maria Camila Molina
Luis Felipe Luque
Gabriel Becerra
Valentina Estela
Rafael Andres Cubillan

Streaming providers (Netflix, Amazon, YouTube)

The multi-level strategy that we would advice to our industry is the low-cost strategy, considering the following:
1. Differentiation is not an applicable strategy in the industry considering that the competition already have differences in their services.
2. Reaching more consumers while offering the same services increases the profit of the organization without spending more in production.
3. Streaming providers usually live from their views/subscribers, since these are the people that in fact consume their contents. If a streaming provider can assure more viewers to a producer, even with lower prices than others, they can get better arrangements with those producers.
4. Consumers of Netflix, Amazon, Disney +, among others, usually pay a monthly subscribtion, hence engaging more people that can afford a lower price is also securing a periodical income in big scale for the organization.
5. We would implement this strategy at the business level. Since the organization needs to further develop core competences to achieve competitive advantage in this strategy.

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Ana Fernández
Álvaro Salazar
Jacobo Cañón
José Miguel Andrade
Paula Gómez
Gabriela Gil

Free-to-air broadcasters

The strategy that these broadcasters should use is Corporate-level, because of the impact and influence that they already have in the country. These organizations also need to find new ways to expand into new domains due to the growing influence of new online platforms that are huge competitors to the television industry.

On the other hand, the differentiation strategy is also fundamental beacuse of the structure that they have in comparison of their competitors, which means that they should make a bigger effort to find ways to make their services more attractive and reachable to different types of audiences.

Due to their high quantity of viewers, their costs are also a determinant factor. The low-cost strategy is very important in order to mantain a certain level of competitivity on the market.

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Teófilo Rey
Lucas Rincon
Juan Antonio Umaña
Valeria Corredor
Juliana Alzate
Laura Cortés

Cable networks (Claro, DIRECTV)

The multi-level strategy we would advice to compete in this changing industry is Corporate wide because they should expand into new domains and protect their existing domain.

Additionally, they should find new ways to compete with the streaming providers, and expand by setting strategic goals and direction for the company as a whole. Moreover, they should adapt to the needs of consumers and adapt the content. Finally, they should create strategic alliances in the digital domain to expand.

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Valentina Navarro
Camilo Arevalo
Antonio Afanador
Juan Pablo Diaz

Cable networks (Claro, DIRECTV)

In order to compete in the changing industry of video streaming, it is necessesary to implement a corporate strategy in order to increment the services the cable networks provide. For this purpose, it may be necessary to focus their efforts in the creation of strategic alliances with different streaming providers, in order to include the new innovative and versatile services inside the cable network´s platforms ( Claro Video and DIRECTV Go). In addition to this, a vertical integration of free-to-air broadcasters may also help the cable networks to adapt their content in order to transform it in a more personalize content for the consumer.

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Alejandra Ordoñez
Santiago Botero
Maria Jose Romero
Santiago de los Reyes
Salomé Santander

1. The multi-strategy we would advice is a corporate-level strategy as they need to use and further develop their competences not only in the main domain which is movies' and shows' broadcasting, but also in the niche of production and design.
2. Moreover, they should focus in a "related diversification" structure, as, although they have a solid presence in different domains, they are enterprises which share the same cultural values and common norms, and which require a lateral communication between all divisions and integrating roles. Niches as production, design, and TV broadcasting, are connected and related to one another.

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Mariana Bacca
Mariana Ruiz
David Bustos
Mariana Sánchez

Because free-to-air broadcasters are dependent on the output of views and transmissions in order to determine their success, we think that a low-cost strategy is determinant for them to compete in this industry, so they can produce a high amount of content while getting a high number of views from it at a low cost. One of the free-to-air broadcasters' core competences is the accesibility of the content to a big portion of the population.

However, we believe that differenciated products are not to be left aside in free to air broadcasters, because the audience's entretainment choice resides on the differenciated value of innovation and quality of television. Innovation should be one of the broadcasters' core competences in the funcional level of strategy in order to produce great, differenciated content.