See the below files for instructions. There are three files, the first one is the case question, the second one is the case study article (only source), third is the lecture notes (which contain concepts that may appear in case questions). Follow instructions carefully, use your own words, and do not copy from anywhere. Single space.
Global Economic Competitiveness
Student Name:
You must read the requirements first:
1. Please make sure you
use your own words and provide detailed answers
.
· For questions that are worth 10 points: aim your answers to a quarter of page.
· For questions that are worth 15 points and 20 points: aim your answers to at least half page and maximum one page.
· You do not need to provide any definitions.
· Your answers must be specific for the question right away!
· Unless otherwise specified and required,
your answers must be based on the case only.
· Never simply say a yes or not but provide your reasons!
2. Please answer all the questions using this document.
· Formatting:
Single space, Times New Roman, 12 font, 1″ margins.
This template is already formatted this way, so please do not change any formatting
You do not need to cite the case. No outside sources.
Read
Zoom Video Communications: Flash in the Pandemic or Enduring Success
and answer the questions:
1. Read the section “Evolution of the Videoconferencing Industry”: based on the information of the section, discuss the favorable
factor conditions,
demand conditions, and
related & supporting industries that drove the evolution and growth of the videoconferencing industry and the unfavorable conditions that hindered the industry’s growth.
(15 points) (Minimum half pages)
Start your answers below:
2. Read the sections of “Yuan and Zoom” and “The COVID Pandemic and Zoom” and Exhibits 2 & 3: discuss Zoom’s competitive advantage at the beginning of COVID and how Zoom developed its
product features and
market to maintain its advantages. (10 points)
(Minimum a quarter of pages)
Start your answers below:
3. Based on the case, consider the four types of industry positioning: (1) cost leadership, (2) differentiation, (3) cost focus, and (4) differentiation focus, what strategies did Zoom pursue? Has Zoom’s positioning changed and if so, how? Please explain your answers.
(10 points) (Minimum a quarter of pages)
Start your answers below:
4. Let’s conduct the industry structure analysis of the videoconferencing industry: based on the case, describe the t
hreats of the new entrance,
threats of substitutes, and
rivalry among the existing competitors. Discuss how Zoom should respond to these threats and keep its competitiveness.
(20 points) (Minimum half of pages)
Start your answers below:
5. Let’s conduct the industry structure analysis of the videoconferencing industry: based on the case, describe the
bargaining power of suppliers and
bargaining power of customers. Discuss how Zoom should respond to the powers of suppliers and/or customers and keep its competitiveness.
(20 points) (Minimum half pages)
Start your answers below:
6. In Lecture 4 we discussed the company’s global competition strategies: (1) international strategy, (2) multi-domestic strategy, (3) global strategy, and (4) trans-national strategy. In your opinion, which strategy does Zoom use to compete in the global market? In your opinion, has Zoom achieved success and competitiveness in the global market? Please explain your answers.
(15 points) (Minimum half pages)
Start your answers below:
7. After reading and discussing the Zoom case, discuss 3 things you have learned about running companies that will benefit your managerial career or start-up journey in the future.
(15 points)
(Minimum half pages)
Hint:
I am looking for genuine answers and discussions on what you have learned in terms of running businesses – this should not be just knowledge or facts learned.
Start your answers below:
– 5 –
i1v2e5y5pubs
W24950
Malay Krishna and Gursimran Gambhir wrote this case solely to provide material for class discussion. The authors do not intend to
illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other
identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Our goal is to publish
materials of the highest quality; submit any errata to publishcases@ivey.ca.
Copyright © 2021, Ivey Business School Foundation Version: 2022-02-09
ZOOM VIDEO COMMUNICATIONS: FLASH IN THE PANDEMIC OR
ENDURING SUCCESS?1
I think a hybrid, I think that’s a future, and I think [at] almost every organization
[they’ve] got to embrace that—give employees flexibility.
– Eric Yuan, chief executive officer, Zoom Video Communications Inc., on the future of work2
By December 2020, the world had been in the grips of the coronavirus pandemic for almost a year. The
world adapted to social distancing and working from home—measures advocated to minimize the spread
of COVID-19— with the help of technology such as Zoom, an online video conferencing app developed
and maintained by Zoom Video Communications Inc. (Zoom), based out of San Jose, California. A measure
of Zoom’s success was that it was the most downloaded app in the United States and internationally, ahead
of apps such as TikTok (a video sharing, social media platform) and Among Us (a video game).3
Zoom’s stock price had soared (see Exhibit 1), but many doubted the company’s long-term growth prospects.
Some believed that it was just a matter of time before large rivals such as Webex by Cisco Systems Inc.
(Cisco), Google Meet by Google LLC (Google), and Microsoft Teams by Microsoft Corporation caught up
with Zoom’s industry leading product features.4 To counter the competition, Zoom needed to continuously
upgrade its products. Skeptics also pointed out that Zoom’s primary driver of growth—social distancing due
to the pandemic—would diminish as vaccines and therapies for COVID-19 became available in 2021. But
some analysts suggested that some of the shift to remote work and online meetings would be permanent.5 If
so, a partial return to in-person meetings was likely. How could Zoom best adapt to this anticipated post-
pandemic world of hybrid meetings? Did the company have other options for growth?
EVOLUTION OF THE VIDEOCONFERENCING INDUSTRY
The term “video conferencing” emerged in 1967, a little after AT&T Inc. introduced “picture phones,” an
expensive curiosity, in 1964.6 In 1982, Compression Labs Inc. launched the first commercial group video
conferencing system, but adoption was limited: the bulky equipment required an upfront investment of
US$250,0007 and calling rates were $1,000 per hour.8
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A surge in the popularity of video calling occurred after 1995, driven by the increasing and widespread
adoption of the Internet, advent of more capable personal computers, and instant messaging software from
Yahoo! Inc., America Online Inc. (AOL), Apple Inc., and Microsoft. By 2003, all major instant messaging
providers offered a video calling service.9 Usually, the service was offered in two formats: free, supported
by advertising; or as an ad-free, paid service targeted at professionals and business customers.10 By 2006,
Skype (developed by Skype Communications S.à.r.l.) had 100 million registered users, making it the largest
video calling platform in the world.11 The advent of smart phones, and in particular Apple’s FaceTime app
in 2010, saw another surge in adoption of video calls and messaging.
One substitute for Internet-based video conferencing was videoconferencing using integrated services
digital network (ISDN) technology—dedicated telephone circuits that were optimized for two-way
simultaneous transmission of audio, video, and text. ISDN was adopted by broadcaster media, but it failed
to achieve widespread business and consumer adoption because broadband Internet became cheaper and
more widely adopted.12 Some video conference service providers, such as Polycom Inc. (founded in 1990;
the products were later branded as Poly when the company joined Plantronics Inc.), focused on hardware-
centric solutions for customers.13 However, most providers, such as Webex (founded in 1996), Skype
(founded in 2003), Lifesize Inc. (founded in 2003), and GoToMeeting (developed in 2004 and later acquired
by LogMeIn Inc.), focused on software applications, which could be used on a variety of personal
computers and smartphones.14
In 2019, the global video conferencing industry was estimated to be worth $3.85 billion in annual revenues,
with growth projections of 10–14 per cent annually.15
Customers and Consumers
Users of videoconferencing services could be segmented into individual consumers and business users. For
individual consumers in the United States, Apple’s FaceTime app, with an estimated 45 per cent market
share, was the most popular way to “video-chat” for personal use. 16 Bundled with Apple devices, FaceTime
was free to use but proprietary to Apple’s Internet-enabled devices; hence, FaceTime could not be used
across platforms. Other popular consumer apps included Zoom Meetings, Google Hangouts, and Skype, all
of which could be used across platforms.
Business customers were the biggest driver of revenues for the videoconferencing industry in 2019.17
Businesses had adopted video conferencing as a way of reducing travel expenses while connecting with
suppliers, customers, and others.18 Business requirements for videoconferencing included the ability to set
up meetings easily, in advance, and to connect to a meeting from different devices and operating systems.19
Challenges for business users included unsatisfactory audio and video quality, a tedious meeting setup
process, and difficulty accessing in-meeting documents; business users needed responsiveness from
customer support, an interface that did not tax the business’s bandwidth requirements and that was
compatible with corporate firewalls,20 and pricing complexity and affordability.21 Business buyers were
influenced by expert opinions from research firms such as Gartner Inc. and Forrester Research Inc. and user
reviews at websites such as Trust Radius, G2 (formerly G2 Crowd), and IT Central Station.22
YUAN AND ZOOM
Born and raised in China, Yuan began thinking about video conferencing during his freshman year of college,
then considering it as an alternative to travelling 10 hours to meet his girlfriend.23 In 1997, shortly after his
arrival in the United States, Yuan joined Webex as a software engineer, one of the first 12 employees.24
In 2007, Webex was acquired by Cisco, and Yuan was appointed vice-president of engineering.25 But in
2011, irreconcilable differences came to a head: Yuan had a vision of developing an easier-to-use, cross-
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This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
https://engineering.25
https://employees.24
https://girlfriend.23
https://Station.22
https://affordability.21
https://systems.19
https://others.18
https://annually.15
https://smartphones.14
https://customers.13
https://adopted.12
https://world.11
https://customers.10
Page 3 W24950
platform video conferencing app for businesses while Cisco wanted Webex to emphasize aspects of social
networking, emulating the likes of Facebook.26 Yuan left his job and several co-workers followed him out
of Webex and into Zoom, the new venture Yuan founded.27
Yuan revealed that the early days of Zoom were heavily focused on product development.28 For the first
three years, most of Zoom’s workforce consisted of software engineers who focused on enhancing Zoom’s
video conferencing platform.29 The developers deliberately avoided the strategy of reusing existing, open-
source software. Instead, Zoom chose the long and arduous, build-from-scratch journey because the
developers wanted to “do it right.”30
Zoom also delayed hiring a product manager until 2016, compelling the engineers to directly interact with
customers. Yuan claimed this resulted in product development that was more responsive to customer needs
and challenges.31 Yuan himself was deeply attentive to customer needs and was known to personally
respond to user complaints.32
In 2019, Zoom reported 300 improvements to the Zoom platform and a Net Promoter Score (a customer
loyalty metric) of 70, compared to an average score of 58 for the software/technology sector.33 In the words
of one Silicon Valley power user, “Previous to Zoom, I felt like the debate around videoconference apps
was ‘Which do you feel is least terrible? Let’s use that one.’ . . . Zoom had an intersection of stable, high-
quality performance plus ease-of-use, and the network effect started snowballing from there.” 34
Even though Zoom was popular among individual consumers, its target customer segment was
organizations with more than 10 employees.35
In April 2019, Zoom invested in integrating its software solution with complementary hardware devices.
This included collaboration with Internet-enabled telephone device makers Poly and the Neat Company
Inc. (Neat) with the idea of making it easy to integrate a video call with a regular telephone call.36
Zoom’s marketing efforts in the United States included billboard advertising and providing technology to
a basketball team in return for branding inside the arena during the games. 37 Zoom recorded revenues of
$151.5 million in 2018 and floated an initial public offering (IPO) in April 2019.38 By December 2019,
Zoom’s market capitalization was $18.8 billion, up 18 per cent since its IPO.39
THE COVID PANDEMIC AND ZOOM
As the pandemic continued through 2020, businesses realized that remote working could be a sustainable,
new way of working. Tata Consulting Services Ltd., a global information technology (IT) major, declared
that by 2025 as much as 75 per cent of its 597,500 employee base would permanently work from home.40
Hayden Brown, the chief executive officer (CEO) of Upwork Inc., a global freelancing platform, said in a
tweet, “Building on our 20 years of experience as a remote work company, we are now permanently
embracing a ‘remote-first’ model.”41 In May 2020, the CEO of Shopify Inc., a Canadian multinational e-
commerce company, said in a tweet, “As of today, Shopify is a digital by default company. We will keep
our offices closed until 2021 so that we can rework them for this new reality. And after that, most will
permanently work remotely. Office centricity is over.”42
Customer Acquisition and Retention
As use of videoconferencing grew, many businesses chose Zoom as their provider. While pricing data
indicated that Zoom’s prices were often higher than competitors’ (see Exhibit 2), customer reviews and
feature listings suggested an edge in product functionality and service quality (see Exhibits 3 and 4). Typical
competitive advantages for Zoom included the ease of a quick download and a few clicks to start a meeting
from anywhere, be it home, office, or on the go; a simplified interface for creating and attending webinars;
cost-effectiveness; higher reliability even during slow Internet connections; and better security.43
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This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
https://security.43
https://employees.35
https://sector.33
https://complaints.32
https://challenges.31
https://platform.29
https://development.28
https://founded.27
https://Facebook.26
Page 4 W24950
Ironically, security and reliability were perceived as vulnerabilities for Zoom in the early part of the
pandemic. In April 2020, Zoom was sued for sharing its user data with third parties without the consent of
its users. 44 Another issue was the phenomenon of “Zoom-bombing,” in which uninvited guests trespassed
on scheduled meetings. As a result, several organizations, both businesses and schools, boycotted Zoom.45
Yuan went on record to say, “We recognize that we have fallen short of the community’s—and our own—
privacy and security expectations. . . . For that, I am deeply sorry.”46
Zoom doubled down on privacy and security issues, releasing several related enhancements. For example,
changes to the app meant that all meeting participants were placed in a virtual waiting room by default, thus
enabling meeting hosts to vet each participant before allowing them to join. Zoom also acquired Keybase
Inc., an encrypted messaging company, and announced that it would offer end-to-end encryption as an
option to all users. 47 Zoom also partnered with CrowdStrike Inc., a provider of network security services.48
Another issue that was impacting customer experience was service outages, which were becoming increasingly
frequent. A major incident in August 2020 brought all meetings to a halt in the United States and Europe.49
Despite these setbacks, Zoom downloads from the Google Play and Apple App stores combined broke the
record for worldwide app downloads with more than 300 million downloads over the second quarter of 2020.50
Customer Segments
Zoom’s growth was consistent across customer segments. In October, the number of corporate customers
with more than $100,000 in annualized revenue had grown 136 per cent, the number of business customers
with more than 10 employees had grown 485 per cent, while the number of customers with 10 or fewer
employees had grown more than 700 per cent year-on-year. 51 While smaller organizations and individuals
preferred a monthly subscription and were more likely to churn, Zoom had made progress in converting
these customers to annual plans.52
In addition to those broad segments, Zoom offered special features and pricing to educational institutions
and health care providers. In March 2020, Zoom lifted its duration limit of 40-minutes for free service for
schools across the world. The company partnered with Clever, a widely used, single sign-on portal in US
schools, to make Zoom accessible to the 8,000 Clever districts that were experiencing school closures.53 To
complement learning at home, Zoom also rolled out resources to Khan Academy, California State Parks’
PORTS program, 54 and others. Logitech International SA, a Zoom hardware partner, provided free
equipment bundles for certain US public schools, and Zoom sponsored blogs for educators to raise
awareness of safety features such as Zoom’s Waiting Room.55 The education segment especially valued
Zoom’s ability to accommodate large numbers of students, provide breakout rooms and in-app polls, and
function with lower bandwidth requirements.56
The health care segment valued Zoom’s compliance with US health care information and privacy
regulations, such as those contained in the Health Information Portability and Accountability Act (HIPAA)
and the Personal Information Protection and Electronic Documents Act (PIPEDA).57 By June 2020, Zoom
topped the list of most-mentioned telemedicine technologies, as rated by doctors.58 The president of one
health care organization outlined four reasons for preferring Zoom: (1) compliance with HIPAA—the
president’s “number one” reason; (2) ease of use—“the patients just get it,” negating the need for the health
care provider to hire its own technology support team; (3) superior affordability; and (4) the ability to
involve multiple participants in one session (for group therapy).59
Apart from businesses and other organizations, Zoom was also used by individuals for socializing during
the pandemic. Many people gathered on Zoom to celebrate birthdays, happy hours, and even weddings. For
these users, Zoom was attractive because of the free, basic, unlimited meeting time for two people (40-
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This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
https://therapy).59
https://doctors.58
https://PIPEDA).57
https://requirements.56
https://closures.53
https://plans.52
https://Europe.49
https://services.48
.73
Page 5 W24950
minute meeting time for groups of 3 or more) and the ability to upgrade to longer group meetings, social
media streaming, and cloud recording of Zoom meetings for a small monthly fee. Zoom’s add-on services,
such as large meetings and audio conferencing, made it easy for users to purchase higher-end features.60
Product Features and Product Line
In November 2020, Zoom had four main products: Zoom Meetings, Zoom Video Webinar, Zoom Phone,
and Zoom Rooms. Zoom Meetings was the most popular product in 2020 and was even considered
synonymous with Zoom.61 Zoom Phone was an Internet telephony solution for adding conventional
telephone calls to Zoom calls. Zoom Rooms was a hardware and software solution that enabled people
gathered in a physical meeting room to participate in Zoom meetings.
During 2020, Zoom introduced several new features to its Meetings product, including the ability for users
to “pin” a video no matter who was speaking, throw a “spotlight” on a video, touch up one’s online
appearance, increase background light, reduce background noise, and add video filters and reactions (non-
verbal responses).62 Zoom also introduced the ability for meeting participants to select and move between
breakout rooms. For arts and music classes, “professional-grade sound” was promised.63 Zoom version 5.0,
released in April 2020, enhanced security in the form of a higher, 256-bit encryption support, and extended
abilities for meeting hosts to report and remove any user who had misused the platform.64 Enhancements
in September 2020 included a new gallery view (in which participant videos could be rearranged), keyboard
shortcuts, and closed captioning.65
To broaden access, Zoom collaborated with popular email software products—Microsoft Outlook and IBM
Notes—to embed plugins for starting or scheduling a Zoom meeting with one click.66 Zoom also signed
agreements with communication device manufacturers such as DTEN Inc., Poly, and Neat so that Zoom
could be used over those devices.67 Collaboration with AVer Information Inc. (a wireless presentation
technology manufacturer) resulted in the launch of a conferencing touch panel—a video screen with touch
screen controls that allowed videoconferencing independent of a computer.68 Later in 2020, Zoom was
expected to expand to several new devices such as Amazon.com Inc.’s Echo Show,69 Facebook Inc.’s
Portal,70 and Google’s Nest Hub Max.71 Partnership with Slack Technologies Inc. made it possible to start
or join a Zoom meeting directly from the Slack business communication platform.72
Zoom Operations
Designed as a cloud-based service, Zoom Meetings could distribute spikes in demand across Zoom’s network
of data centres. However, by August, Zoom had experienced several service outages. In addition, between
January and August 2020, its users of free services had increased 65-fold while its paid users only tripled
In an effort to build service capacity, Zoom continued to open new data centres. In August, it opened its
18th data centre in Singapore. 74 This was in addition to its data centres located around the world in places
such as Amsterdam, Frankfurt, Hong Kong, New York, and Melbourne.75 Zoom also partnered with US-
based Oracle Cloud Infrastructure to scale Zoom’s cloud services while enhancing security.76 Zoom planned
to achieve about 50 per cent redundant capacity in order to manage surges in demand and help to keep the
latency time of Zoom meetings below 150 milliseconds (0.15 second) so that conversations felt natural.77
In 2019, almost 30 per cent of Zoom’s workforce was in China because of lower average worker
salaries.78 However, in 2020, Zoom decided to expand outside China to avoid spillover effects from
increased political hostility toward China, especially in Zoom’s two biggest markets, United States and
India.79 For this reason, Zoom also allowed customers to choose the location of their data centre for
storing cloud recordings of meetings.80
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https://meetings.80
https://India.79
https://salaries.78
https://natural.77
https://security.76
https://Melbourne.75
https://platform.72
https://Amazon.com
https://computer.68
https://devices.67
https://click.66
https://captioning.65
https://platform.64
https://promised.63
https://responses).62
https://features.60
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Yuan believed that a key factor to the company’s success was employees who were happy and motivated.
At Zoom, a “chief happiness officer,” along with her “happy crew,” organized Fun Fridays and other
outings and volunteer days.81 As a result, employee attrition was low at Zoom, a highly preferred
company to work for, and Yuan himself had a 99 per cent approval rating from employees who rated
Yuan on the workplace review site Glassdoor.82 Consistent with Zoom’s culture, its hiring process went
beyond looking only for functional skills to identifying prospective employees who would be happy and
self-motivated.83
THE COMPETITIVE LANDSCAPE
By April 2020, Zoom had emerged as a clear leader in the business videoconferencing market with 300
million daily meeting participants, followed by Microsoft Teams (200 million) and Google Meet (100
million).84 Throughout 2020, all videoconferencing products reported continued growth (see Exhibit 5).
Cisco Webex
Cisco enjoyed a dominant, 46 per cent share of the worldwide video conferencing equipment market.85 Cisco
was also a leading seller of Internet-based telephones.86 In 2019, Cisco was named a leader in the Gartner
Magic Quadrant for meeting solutions for the 12th consecutive year. 87 However, also in 2019, Yuan claimed
that Webex was using code from almost two decades earlier, a claim that was hotly contested by Webex.88
In May 2020, Cisco reported that Webex had 500 million meeting attendees in April and saw a record use
of over 5.5 billion meeting minutes in the first 11 days of March 2020.89
In July 2020, Webex introduced features such as the ability to change or blur backgrounds, live
transcription, closed captioning, and post-meeting keyword search.90 In August, Cisco announced the
acquisition of BabbleLabs Inc., a start-up, to improve clarity and productivity for Webex participants while
eliminating background noise.91 In September, Cisco launched a dedicated platform for online learning,
called Webex Classrooms, which featured breakout rooms and content sharing.92
Google Meet
Google launched Google Meet, a derivative of an earlier video chatting app called Hangouts, in 2017 as an
invite-only service.93 In 2019, only a paid Google Workspace account could initiate a Meet. However, in
April 2020, Google announced that anyone with a free Gmail account could initiate a Meet call, with no
limit to meeting duration until September 2020 (later extended to March 2021).94
The number of downloads of Google Meet rose from 5 million in March to 50 million in May 2020.95 In April
2020, Google Meet was adding nearly 2 million new users per day and had more than 100 million educational
users across 150 countries.96 In October, Google reported a third quarter peak of 235 million daily Meet
participants, compared to the peak of 600 million weekly Meet participants in the second quarter.97
In June, Google Meet introduced features that gave more control to hosts, who could now remove participants,
require that participants request permission (“knock”) to enter, mute participants, and more. 98 In September
2020, breakout rooms, background blur, and a grid or tile view of up to 49 participants were introduced.99
Features similar to Zoom, such as polling and questions and answers (Q&A), were rolled out in early
October.100 Other features such as non-verbal reactions and hand raise were to be introduced as well.
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https://introduced.99
https://quarter.97
https://countries.96
https://2021).94
https://service.93
https://sharing.92
https://noise.91
https://search.90
https://Webex.88
https://telephones.86
https://market.85
https://million).84
https://self-motivated.83
https://Glassdoor.82
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In October 2020, Google introduced a video conferencing hardware bundle called Google Meet Series One,
which included a camera, sound-bar with eight microphones, and a touchscreen remote, all of which integrated
with the Google Meet software.101 In that same month, Google unveiled an overhauled productivity suite
rebranded as Google Workspace, which promised stronger integration with Meet and Chat, in addition to the
convenient, one-click integration with Google Calendar, a popular scheduling app. 102
Skype and Microsoft Teams
Skype, founded in 2003 by Swedish and Danish entrepreneurs out of Poland, had grown to a global user
base of 663 million users who made 207 billion minutes of voice and video calls and contributed $860
million in revenues in 2010.103 In 2011, Microsoft bought Skype for $8.5 billion,104 and in 2015, launched
Skype for Business after integrating it with an in-house product called Lync.105
At its peak, in March 2020, Skype for Business was being used by 100 million people monthly and by 40
million people daily.106 However, Microsoft had announced that it would retire Skype for Business by August
2021 in favour of Microsoft Teams. Microsoft claimed that Teams would enable stronger integration with
Microsoft’s Office applications and its SharePoint file sharing system, thus enabling a more unified user
experience.107 While Skype for Business with meeting functionality was priced at $5.50 per user per month,
Microsoft Teams was bundled with Microsoft 365 at a combined price of $5 per user per month.108
In June 2020, Slack, seller of a popular app for workplace collaboration, filed a complaint with the European
Commission against Microsoft, accusing it of anti-competitive behaviour by force installing Microsoft
Teams with its market-dominant Office suite, blocking removal of Teams, and hiding the true cost of Teams
to enterprise customers.109 In August 2020, it was estimated that 30 per cent of commercial users of
Microsoft 365 also used Microsoft Teams.110
In September 2020, at its annual power user conference, Microsoft announced several new features for
Microsoft Teams such as the “together mode,” in which all team members could be virtually transported to
a place of their choice. Breakout rooms were introduced from October 2020 along with meeting recaps,
webinar registration and reporting, touchless meeting experience, simplified calling experiences, and
wellbeing and productivity insights for administrators.111
In 2019, Microsoft partnered with meeting room video conferencing hardware providers such as Cisco and
Logitech to enable seamless integration with Microsoft Teams.112 Microsoft also entered into an alliance
with Blue Jeans Network Inc. (BlueJeans), a smaller videoconferencing service provider, allowing
participants to join BlueJeans video meetings directly from Microsoft Teams’ chats.113
Other Competitors
BlueJeans, founded in 2009, was acquired by Verizon Communications Inc. (Verizon), the second-largest
US telecommunications company, in April 2020.114 In June 2020, BlueJeans announced several new
features, such as restricted meetings, waiting rooms, advanced encryption, shared screen control, locking a
meeting to prevent others from joining, meeting transcription, native virtual backgrounds, and reactions
such as hand clapping, hand raise, and thumbs up or down.115 Also in June, BlueJeans reported a 300 per
cent increase in use over its pre-pandemic average and announced alliances with Poly and Facebook.116
Facebook, a social media platform, had entered the enterprise connectivity market in 2015, and in April
2020, it entered group video conferencing through its Messenger Rooms, which had a capacity of 50 people
and no time limit.117 WhatsApp and other social media platforms such as Instagram and Telegram began to
offer video conferencing features, but they were limited in functionality relative to the leading providers.118
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ZOOM FORWARD
What would it take for Zoom to ward off challengers? Perhaps it was another set of upgrades to the Meetings
functionality, or perhaps the network of satisfied customers was enough. Price sensitive customers might
look beyond Zoom and Webex to the likes of Microsoft Teams and Google Meet, which came bundled at
no incremental cost with suites of productivity software.
And then there were the skeptics , who believed that despite Zoom’s superior performance, its valuation
was a bubble that would burst after the COVID-19 pandemic.119 However, these skeptics may have
overlooked the number of users who had made long-term shifts in their way of working and how Zoom’s
other products, such as Zoom Rooms and Zoom Phone, were well-positioned for a post-pandemic world of
hybrid meetings.120 Zoom had also begun experiments with augmented reality and virtual reality to address
issues of “Zoom fatigue” and the perceived lack of a personal touch.121
Nonetheless, had Yuan missed a “silver bullet”—something that might help Zoom dominate the world of
business meetings beyond the pandemic? Could it be a product feature, perhaps, or a new product, or
something else entirely?
Malay Krishna is a professor and Gursimran Gambhir is a student at the S.P. Jain Institute of
Management & Research (SPJIMR), Mumbai, India.
For the exclusive use of P. Ng, 2022.
This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
EXHIBIT 1: ZOOM’S STOCK PRICE AND THE S&P 500 (INDEXED TO 100 ON APRIL 30, 2019)
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
P
a
n
d
e
m
ic
D
e
c
la
re
d
0.0
Zoom
2
0
1
9
-0
4
-3
0
2
0
1
9
-0
6
-3
0
2
0
1
9
-0
8
-3
1
2
0
1
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-1
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2
-2
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1
S&P 500
Page 9 W24950
Source: Created by the case authors based on Zoom Video Communications Inc. “Historical Price Data,” Yahoo! Finance,
accessed December 20, 2020; and S&P 500, “Historical Price Data,” Yahoo! Finance, accessed December 20, 2020,
https://finance.yahoo.com/quote/ZM/history.
EXHIBIT 2: PRICING FOR SELECTED VIDEO CONFERENCE PRODUCTS (IN US$)
Provider
Monthly Subscription per User
Low Midrange High
Annual Subscription per User
Low Midrange High
Zooma 14.99 19.99 30.00 149.90 199.90 300.00
Cisco Webex 14.99 19.99 29.99 162.00 215.40 323.40
Google Workspace (with
Google Meet bundled)
6.00 12.00 18.00 n/ab n/ab n/ab
Microsoft 365 Business
plansc (with Teams bundled)
5.00 12.50 20.00 n/a n/a n/a
Microsoft 365 Enterprise
plansd (with Teams bundled)
n/a n/a n/a 120.00 384.00 684.00
Note: a Various add-on service features included cloud storage for recordings, larger meetings, and audio calls; b Annual plans
were available upon calling Google Workspace sales representative; c Monthly subscription plans for small business owners;
included Microsoft Office apps; d Annualized fees that included more applications, services, and analytics for enterprise
customers; n/a = not available.
Source: Created by the case authors based on “Video Conferencing, Web Conferencing, Webinars, Screen Sharing,” Zoom Video,
accessed October 5, 2020, https://zoom.us/pricing; “Cisco Webex Plans and Pricing,” Webex, August 23, 2015,
https://www.webex.com/pricing; “Google Workspace (Formerly G Suite): Pricing Plans,” Google Workspace, accessed December 5,
2020, https://workspace.google.com/pricing.html; “Compare All Microsoft Office Products,” Microsoft, April 21, 2020,
https://www.microsoft.com/en-us/microsoft-365/business/compare-all-microsoft-365-business-products; “Compare Microsoft 365
Enterprise Plans,” Microsoft, May 7, 2018, https://www.microsoft.com/en-us/microsoft-365/compare-microsoft-365-enterprise-plans.
For the exclusive use of P. Ng, 2022.
This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
https://www.microsoft.com/en-us/microsoft-365/compare-microsoft-365-enterprise-plans
https://www.microsoft.com/en-us/microsoft-365/business/compare-all-microsoft-365-business-products
https://workspace.google.com/pricing.html
https://www.webex.com/pricing
https://zoom.us/pricing
https://finance.yahoo.com/quote/ZM/history
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For the exclusive use of P. Ng, 2022.
This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
https://www.trustradius.com/products/zoom/reviews
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https://www.computerworld.com/article/3586198/zoomtopia
https://trello.com/b/bzKad84M/zoom-developer-roadmap
https://Trello.com
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t.
For the exclusive use of P. Ng, 2022.
This document is authorized for use only by Ping Sum Sammy Ng in MBA 661, Summer 2022 taught by CHEN LIU, Trinity Western University from Jun 2022 to Dec 2022.
https://www.zdnet.com/article/microsoft-365-is-big-and-getting-bigger-fast
https://www.microsoft.com/en-us/Investor/earnings/FY-2021-Q1/income-statements
https://www.zdnet.com/article/what-happens-to-your-g-suite-unlimited-storage-when-google-moves-you-to-workspace
https://www.canalys.com/newsroom/worldwide-cloud-market-q320?time=1609511391
https://abc.xyz/investor/#numbers
https://www.fool.com/earnings/call-transcripts/2020/10/30/alphabet-inc-googl-q3-2020-earnings-call
https://investors.zoom.us/sec-filings/sec-filing/10-q/0001585521-20-000299
https://www.datanyze.com/market-share/web-conferencing–52/cisco-webex-market-share
https://investor.cisco.com/financial-information/financial-results/default.aspx
https://www.fool.com/earnings/call-transcripts/2020/11/12/cisco-systems-csco-q1-2021-earnings-call-transcrip
Page 13 W24950
ENDNOTES
1 This case has been written on the basis of published sources only. Consequently, the interpretations and perspectives presented in
the case are not necessarily those of Zoom Video Communications Inc. or any of its employees.
2 Rachel Phua, “The Future of Work Is a Hybrid Model, Not a Completely Remote One, Says Zoom CEO Eric Yuan,” CNA, August
25, 2020, https://www.channelnewsasia.com/news/singapore/zoom-ceo-eric-yuan-future-of-work-hybrid-remote-13050880.
3 “Downloads of Zoom and Other Meeting Apps Soar in 2020,” Proactive Investors UK, December 23, 2020,
https://www.proactiveinvestors.co.uk/companies/news/937284/downloads-of-zoom-and-other-meeting-apps-soar-in-2020-937284.html.
4 Joydeep Bhattacharya, “Eric Yuan, Founder/CEO of Zoom on How His Company Stacks up to the Competition,” YouTube video,
1:53, posted by Canaan, March 21, 2020, https://youtu.be/oJ_CPQ0XvAI.
5 Courtney Connley, Abigail Johnson Hess, and Jennifer Liu, “13 Ways the Coronavirus Pandemic Could Forever Change the Way We Work,”
CNBC @ Work (blog), April 29, 2020, https://www.cnbc.com/2020/04/29/how-the-coronavirus-pandemic-will-impact-the-future-of-work.html.
6 Erinn Wolfe, “The History of Video Conferencing from 1870 to Today,” Lifesize Blog (blog), May 1, 2019,
https://www.lifesize.com/en/video-conferencing-blog/history-of-video-conferencing.
7 All dollar amounts are in USD unless otherwise indicated.
8 Wolfe, “The History of Video Conferencing.”
9 “A Brief History of Video Conferencing,” International Conference Calls and Global Call Forwarding Information (blog), August 17,
2017, https://www.aitelephone.com/blog/history-video-conferencing.
10 Christine Y. Chen, “The IM Invasion Instant-Messaging Providers Are Targeting Corporations in a Big Way. Does Using IM Make
Sense?,” Fortune, May 26, 2003, https://money.cnn.com/magazines/fortune/fortune_archive/2003/05/26/343100/index.htm.
11 “History of Skype: Complete History of Skype Software Application,” accessed September 21, 2020, https://history-
computer.com/Internet/Conquering/Skype.html.
12 Yaniv Masjedi, “What Is ISDN? What Are Its Advantages? (updated),” Nextiva Blog (blog), October 14, 2019,
https://www.nextiva.com/blog/what-is-isdn.html.
13 “Polycom Company History: 25 Years of Innovation,” Poly, accessed September 18, 2020, https://www.polycom.com.sg/company/about-
us/history-of-innovation.html [no longer available].
14 “WebEx Communications, Inc.: Company Profile, Information, Business Description, History, Background Information on WebEx
Communications, Inc.,” Reference for Business, accessed September 18, 2020, https://www.referenceforbusiness.com/history2/97/WebEx-
Communications-Inc.html; “History of Skype”; Wolfe, “The History of Video Conferencing”; and “GoToMeeting: Profile,” Craft, accessed
September 18, 2020, https://craft.co/gotomeeting.
15 Grand View Research, “Video Conferencing Market Worth $6.7 Billion by 2025 | CAGR: 9.2%,” press release, Bloomberg, August 1,
2019, https://www.bloomberg.com/press-releases/2019-08-01/video-conferencing-market-worth-6-7-billion-by-2025-cagr-9-2-grand-
view-research-inc; Peter Cohan, “Can Cisco Respond To Zoom’s Challenge In $20B Videoconferencing Market?,” Forbes, March 8, 2019,
https://www.forbes.com/sites/petercohan/2019/03/08/can-cisco-respond-to-zooms-challenge-in-20b-videoconferencing-market.
16 Mallory Newall, “As COVID-19 Quarantine Continues, Desire for Virtual Community Grows but Loneliness Persists,” Ipsos, April 21,
2020, https://www.ipsos.com/en-us/news-polls/newsy-COVID-19-April.
17 Grand View Research, Video Conferencing Market Size: Industry Growth Report, 2020-2027, April 2020,
https://www.grandviewresearch.com/industry-analysis/video-conferencing-market.
18 Benj Edwards, “History of Video Calls: From Fantasy to Flops to Facetime,” PC World, accessed September 21, 2020,
https://www.pcworld.idg.com.au/slideshow/350404/history-video-calls-from-fantasy-flops-facetime.
19 Edgar Cervantes, “Zoom vs Facetime: Which Is Right for You?,” Android Authority, August 12, 2020,
https://www.androidauthority.com/zoom-vs-facetime-1106307.
20 A firewall was a network security device that monitored incoming and outgoing network traffic and permitted or blocked data packets
based on a set of security rules.
21 Skip Chilcott, “Solving the 7 Biggest Challenges of Video Conferencing,” Technology Marketing Corporation, April 23, 2018,
https://unified-communications.tmcnet.com/topics/unified-communications/articles/437903-solving-7-biggest-challenges-video-
conferencing.htm; Klaris Chua, “5 Common Problems People Associate with Video Conferencing,” Martech Advisor, February 12, 2018,
https://www.martechadvisor.com/articles/interactive-marketing/5-common-problems-people-associate-with-video-conferencing.
22 Jaikumar Vijayan, “10 Alternatives to Gartner Magic Quadrant, Forrester Wave,” Tech Beacon, September 16, 2015,
https://techbeacon.com/enterprise-it/10-crowdsourced-alternatives-gartner-magic-quadrant-forrester-wave.
23 Yitzi Weiner, “The Inspiring Backstory of Eric S. Yuan, Founder and CEO of Zoom,” Medium, July 6, 2018,
https://medium.com/thrive-global/the-inspiring-backstory-of-eric-s-yuan-founder-and-ceo-of-zoom-98b7fab8cacc.
24 Sohini Mitter, “India Is Zoom’s Second-Largest Market, Founder Eric Yuan Shares at TiE Delhi Event,” Your Story, August 7, 2020,
https://yourstory.com/2020/08/india-zoom-second-largest-market-founder-eric-yuan-tie-delhi.
25 Ankita Chakravarti, “US Refused Visa to Zoom Founder Eric Yuan 8 Times, Now His App Is Running the World and He Is a
Billionaire,” India Today, March 30, 2020, https://www.indiatoday.in/technology/features/story/us-refused-visa-to-zoom-founder-eric-
yuan-8-times-now-his-app-is-running-the-world-and-he-is-a-billionaire-1661315-2020-03-30.
26 Taylor Nicole Rogers, “Meet Zoom Billionaire Eric Yuan, Who’s Made $4 Billion in 2020 so Far,” Business Insider, September 9,
2020, https://www.businessinsider.com/meet-zoom-billionaire-eric-yuan-career-net-worth-life.
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