Peloton Can Still Grow 100 Times More, Says CEO

Peloton Can Still Grow 100 Times More, Says CEO

Assessment

Interactive Video

Business

9th - 10th Grade

Hard

Created by

Quizizz Content

FREE Resource

The transcript covers Peloton's response to increased demand, their strategies for post-pandemic growth, and supply chain improvements. It highlights innovation in product development, including new hardware and content partnerships. The discussion also touches on competition in the fitness industry and Peloton's plans for global expansion.

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7 questions

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1.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

How did Peloton adapt its content delivery when studios closed during the pandemic?

They stopped producing new content.

They only offered pre-recorded sessions.

Instructors streamed from their homes.

They partnered with local gyms.

2.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What percentage of Americans reportedly plan not to return to gyms post-pandemic?

59%

75%

45%

30%

3.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is the current delivery time for Peloton's core bike in the US?

1 to 2 weeks

6 to 8 weeks

2 to 4 weeks

4 to 6 weeks

4.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which new product did Peloton announce alongside a new bike?

A rowing machine

A lower-priced treadmill

A strength training machine

A yoga mat

5.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What type of partnerships is Peloton investing in to enhance its content?

Partnerships with music artists

Partnerships with tech companies

Partnerships with sports teams

Partnerships with local gyms

6.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

How does Peloton view the entry of companies like Apple into the fitness streaming market?

As an opportunity to collaborate

As a validation of the market

As a threat to their business

As irrelevant to their strategy

7.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

What is a challenge Peloton faces in its global expansion efforts?

Lack of interest in international markets

Difficulty in finding local partners

High competition from local brands

The complexity of their vertically integrated model