American Journal Of Social Sciences And Humanity Research
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VOLUME
Vol.05 Issue04 2025
PAGE NO.
179-187
10.37547/ajsshr/Volume05Issue04-41
How Netflix, Peloton, And Zoom Redefined Crisis
Leadership in Times of Chaos
Murodjon Sagdiddinov
University of World Economy and Diplomacy, student, Tashkent, Uzbekistan
Received:
28 February 2025;
Accepted:
29 March 2025;
Published:
30 April 2025
Abstract:
The COVID-19 pandemic brought added complexities for global organizations, managing uncertainty,
dealing with rapid changes, and motivating people in a crisis. In what follows, we analyze how Netflix, Peloton,
and Zoom used dynamic capabilities, contingency theory, and transformational leadership to redefine crisis
leadership and turn disruption into growth. These organizations, employing effective leadership, innovative
pivots, and strategic investments, managed to not just survive but thrive during the pandemic. In other cases,
AMC Theatres, JCPenney, and Neiman Marcus did not adapt and struggled during the pandemic, demonstrating
an acute absence of contextually tailored leadership strategies. The analysis highlighted agility, relational
emphasis, and aligned visionary leadership within partnering organizations. This analysis builds those perspectives
into rich actionable implications for theory and practice, warning about future leaders who lack the academic
depth, yet the flexibility of approach needed in times of crisis.
Keywords:
Crisis leadership, dynamic capabilities, transformational leadership, contingency theory, COVID-19,
innovation, agility, organizational resilience.
Introduction:
The COVID-19 pandemic changed the
world as we know it because it affected industries,
economies, and societies in intricate ways. When
businesses all around the world were suffering from
shutdowns and the implementation of social
distancing, governments across the globe were left
with no choice but to step in. With deep changes in
consumer spending patterns, traditional business
models rapidly became irrelevant, and the supply chain
faced severe disruption.
Amid all the chaos, there were a few organizations that
managed to stand out from the rest. Unlike most, these
companies were able to not just survive the pandemic,
but grow during it instead. Zoom, Peloton, and Netflix
are prime examples of newly formed market leaders.
Like their competitors, these companies also struggled
with production halts, supply chain challenges, and
changing
customer
demand.
However,
what
differentiates these companies is that they were
fortunate enough to have, amidst the chaos,
encouraging leaders who adapted and embraced
innovative strategies to exploit these challenges.
For example, Peloton transformed the fitness industry
by meeting the growing demand for home workout
equipment, while Netflix enhanced its position in the
streaming wars by capitalizing on the increased need
for entertainment created by the new lockdown.
Similarly, Zoom became the symbol of remote work
and digital communication, quickly growing to meet
demand in a lockdown world. All these companies
demonstrate that good leaders during crises do not
simply aim to survive; they harness the opportunity to
plan, change, and reign in uncertainty.
This encompasses crucial questions of why some of the
companies flourished while others struggled. Did they
stumble upon good luck, or did they have a disruptive
insight into leadership that allowed them to transform
the paradigm into an opportunity?
This article will provide an answer from the perspective
of dynamic capabilities and contingency theory by
explaining how Netflix, Peloton, and Zoom exercised
transformational leadership during the pandemic.
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Given that we relied on existing frameworks to explain
their actions, both practitioners and scholars will
benefit. Furthermore, we will explore why some of the
firms were unable to succeed relative to their
counterparts to highlight the impact of a misalignment
between leadership style and situational context.
In simpler terms, we will try to combine an
academically analytical approach with a pragmatic one
to devise a new strategy for dealing with crises. Looking
back, it is evident that the pandemic is an example that,
in hindsight, cries out for integrated foresight and
flexibility paired with empathy and resolve, as well as
innovation with implementation.
Theoretical Foundation: Crisis Leadership in Context
It is important to describe the actions of leaders in a
given crisis within the context of a certain set of
leadership theories because they offer guidance on
how leaders handle turbulence and provide lessons on
best practices and failures during moments of
uncertainty. Examining these theories helps us
understand the systematic logic underpinning decision-
making in disruptive times.
One of the most relevant frameworks is Dynamic
Capabilities, introduced by David Teece in 1997 [1]. It
focuses on how an organization can respond to change
by rearranging its resources, processes, and
competencies. In highly volatile contexts, businesses
are enabled to shift locations, take advantage of fresh
chances, and alleviate risks by possessing dynamic
capabilities. The above-mentioned organizations can,
for instance, strongly adopt new technologies,
reallocate resources to emerging markets, or redesign
workflows to meet demand. When leaders possess
dynamic capabilities, they can anticipate a challenge
and strategically prepare the organization for a
sustained competitive advantage position in the future.
Contingency Theory is a framework developed by Fred
Fiedler in 1964 [2]. Model Fiedler proposed explains
that effective leadership relies on strategizing around
certain conditions. Leadership is not universal; rather,
it is situational and requires an assessment for each
unique set of conditions to be tackled. For example, in
a crisis with supply chain interruptions, a leader might
attempt to resolve the problem using logistical
solutions such as air freight or engaging alternative
suppliers. Alternatively, a leader dealing with remote
working issues would seek to implement measures that
enhance communication and promote team unity.
Contingency theory balances flexibility and situational
awareness, teaching us approach to leadership
effectiveness is always bound by context.
Transformational Leadership, as addressed by Bernard
Bass in 1985, also contributes significantly to leadership
under crises [3]. These leaders motivate employees
around a vision and build commitment and trust
toward them even in trying times. These leaders are
very effective in building shared purpose within the
organization and proactively encourage employees to
strive toward change even when times are tough. For
instance, they often portray a desirable picture of the
future to be achieved, caring deeply for employees, and
granting authority to develop solutions to problems.
This approach enables organizations not only to stay
afloat but also to thrive.
Finally, the concept of sensemaking, introduced by Karl
Weick in 1995, emphasizes the necessity of
interpretation in chaotic environments [4]. Leaders
significantly aid teams in interpreting events, leading
collective action, and providing certainty in ambiguous
situations. Sequentially, sensemaking is the process of
restructuring puzzles, pattern recognition, and
effective communication to create cohesion and drive.
During times of crisis, leaders who are great at
sensemaking can interpret emerging trends, foresee
challenges, and navigate their businesses through
unclear situations. For instance, a leader could view a
disruption in the supply chain as an opportunity to form
new partnerships or to innovate in the area of logistics.
These theories, while useful, are lacking: most crisis
leadership frameworks concentrate on survival.
Existing literature overly focuses on operational
stabilization and risk mitigation, and neglects the focus
area of innovation and growth. This is the gap explored
in this article and seeks to answer how leaders can
change disruption into opportunity, a question I will
further elaborate upon in the following sections.
Integrating practice with theory uncovers lessons that
resonate both with the scholars and the practitioners,
equipping them to excel in upcoming crises. These
frameworks provide a way to examine effective
leadership and to see how outdated models and
concepts fail to explain certain phenomena.
Case Study 1: Netflix
–
Agility as a Dynamic Capability
At the onset of the pandemic, Netflix was at the
forefront of a massive change in consumer habits.
While social distancing and the shutdown of movie
theaters were in place, millions tuned into streaming
services. At the same time, the company was dealing
with harsh challenges: Disney Plus and other
competitors were trying to capture a greater portion of
the market while production worldwide had come to a
standstill, halting their content pipeline.
Against all odds, Netflix not only overcame these
challenges but also thrived. As David Teece noted in
1997, the success of Netflix can be attributed to its
strategic maneuvers to leverage dynamic capabilities.
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By restructuring and shifting internal resources,
businesses can respond to external changes and adapt
to new market conditions. In the case of Netflix, the
company increased its focus and investment on
content, while also adopting new and more efficient
workflows to keep things on track. By utilizing these
dynamic capabilities, Netflix proved that they are not
only able to overcome disruptions but can turn them
into opportunities, even under the most difficult
circumstances.
Leadership Action:
Investment in Content During Times of Uncertainty
:
Unlike many studios that reduced production spending
due to financial volatility, Netflix took a different route.
The company spent $17 billion in 2020 to acquire new
titles and produce original content, ensuring a
consistent flow of content for its greater subscriber
base [5]. This bold move embodies Teece’s concept of
“seizing opportunities,” using his internal capabilities to
outmaneuver rival businesses. By focusing on content
creation, Netflix strengthened its position as the home
entertainment leader.
Additionally, Netflix’s decision to heavily invest in
content was not without reason. The company
recognized that the pandemic accelerated the shift
from traditional media consumption to on-demand
streaming. To fulfill the surging demand, it had to be
geared towards high-quality programming. The release
of blockbuster shows such as The Queen’s Gambit and
Bridgerton during the pandemic turned into a cultural
phenomenon, leading to an increase in subscriber
numbers and establishing Netflix’s dominance in
original content.
Product Collaboration Tools
: Production halts forced
Netflix to rethink how creative teams work together. To
resolve these hurdles, the company implemented
remote collaboration tools, which allowed writers,
directors, and editors to work together virtually. This
change illustrated Karl Weick's sensemaking theory, as
Netflix adapted traditional workflows to intended
world realities. Framing crises as innovative
opportunities allowed Netflix to retain content
generation processes uninterruptedly.
Collaborative work was fundamentally important for
Netflix, considering the intricate nature of producing
top-tier content. Through cloud-based editing and
virtual brainstorming, Google Meet, Netflix was able to
cut down productivity loss during set closures. These
changes not only solved current problems but also
established a new standard for creative innovation. For
example, the company used advanced technology for
filming, enabling content creators to construct detailed
and elaborate scenes without needing to use real-
world locations.
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Result
Netflix's strategy fully delivered its goals. The company
acquired approximately 37 million subscribers in 2020,
which was a 36% increase compared to 2019 [6].
Additionally, the company’s stock also rose
significantly, reinforcing the company’s leading
position in the streaming industry.
Many factors contribute to the effectiveness of
Netflix’s strategy. First, the company’s leadership
grasped how consumers would behave during the
pandemic and understood the streaming model would
gain even more popularity. Also, Netflix’s resource
allocation strategies, such as budget spending on
original programming, gave it an edge over its
competitors, Disney+ and Hulu. Last, the innovation
Netflix pursued in new content creation and business
operational processes has led the company to be an
industry leader.
Theoretical Link:
Netflix's success illustrates the significance of dynamic
capabilities. The company outperformed competitors
who remained stagnant or lacked responsiveness by
reallocating resources and streamlining processes
quickly, similar to performing an on-the-go business
triage. Moreover, Netflix’s attunement and response to
emerging trends supported Weick’s sensemaking
model and illustrated how leaders can steer teams in
turbulent times by guiding them through reframing
adversities into prospects.
Looking back, making a content acquisition investment
during a period of recession seems like a reasonable
strategic initiative. But that strategic move came with a
burden of risk and would lessen strategies that many
companies would ever consider. With a combination of
dynamic capabilities and strategic opportunism, Netflix
not only endured the pandemic but also thrived and
became better than ever.
Case Study 2: Peloton
–
Contingency Theory in Action
Before the pandemic, Peloton was a luxury fitness
brand. When gyms shut down across the globe, the
company’s connected exercise bikes and its digital
fitness platform became highly sought after. All of a
sudden, though, Peloton encountered a paradox:
unprecedented sales orders riddled with brutal supply
chain problems [7].
For CEO John Foley, the problem growled at him like a
hungry lion: how to meet soaring demand without
compromising quality and customer satisfaction. His
solution offers a textbook case of contingency theory
(Fiedler, 1964) in action. Under this theory, the
effectiveness of leadership relies on strategy
implementation tailored to the given context. Foley
understood the gravity of the situation and did not
hesitate to implement his strategy customized to the
challenges of the pandemic.
Leadership action
Air Freight Gamble Presentation
: To help ease the
supply chain bottleneck, Foley assumed the massive
risk of spending $100 million on air freight
—
a
damaging but mandatory decision to enable quicker
product delivery [8]. This gamble exemplifies Fiedler’s
concept of situational strategy emphasis. By sacrificing
cost, Foley ensured that Peloton would be able to take
advantage of demand outpacing supply before others
had the chance.
The choice to employ air freight was especially
courageous considering the money that could be lost.
Shipping using ocean freight is much cheaper but has
extended lead times. Changing to air freight meant
Peloton could cut months of fulfillment time down to
days, greatly increasing client satisfaction. Response
time to challenges was markedly improved, allowing
for innovation in supply chain problems for endeavors
long after the gamble.
Customer
Loyalty
Through
Community-Driven
Engagement:
Outside the logistics, Foley recognized
the need for cultivating customer loyalty. Peloton users
became captives of the brand because live classes and
engagement led by instructors turned users into
ambassadors. This tactic supports Bass’s theory on
transformational leadership, focusing on the “idealized
influence” concept. Foley was able to inspire trust
and
loyalty in customers, transforming them into advocates
and advocates into referrals and repeat buyers through
word of mouth.
Communities centered on a common purpose are
formed in association with a brand, and in the Peloton
case, were created by the company directly. People
could easily plug into the global fitness community
through the company’s platform, participate in live
classes, have their performance tracked on
leaderboards, and even interact with the instructors.
For a huge number of consumers, owning a Peloton
surpasses having fitness gear and morphs into a
lifestyle. That attachment to the brand was crucial for
customer retention during the shortage period of
products [9].
Result
In the year 2020 alone, Peloton experienced a 172%
surge in revenue, amounting to $1.8 billion [10].
Despite operational difficulties, the company was still
able to grow quickly, increase its presence worldwide,
and add new products to its portfolio.
Peloton’s success stems from several considerations.
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Firstly, the
company’s leadership foreshadowed the
consumer trend that during a pandemic, there would
be an increasing need and demand for fitness solutions
to be handled simply at home. Secondly, his calculated
risks, like air freighting equipment for $100 million,
allowed Peloton to capitalize on opportunities that
others ignored. Lastly, Foley committed to building a
loyal brand community, which prolonged customer
retention during ongoing supply chain challenges.
Theoretical Link:
Peloton's triumph showcases the efficacy of the
contingency
theory.
Foley’s
leadership
traits
strategically prioritized flexibility and responsiveness in
the crisis context, but also focused on community
building normally sidelined during crises. This,
alongside the more positive outcomes of the crisis,
reveals transformational empathetic, people-first
leadership.
By prioritizing tactical decisions within a short time
frame, such as air freight, Peloton also effortlessly
maintained long-term strategic aims like fostering
sustainable brand loyalty. This further fed into the
company’s dual focus, which countered the smaller
scope of surviving the pandemic, allowing them to
thrive in extenuating new ways.
Case Study 3: Zoom
–
Transformational Leadership in
the Digital Age
Zoom is perhaps one of the best representatives of the
pandemic spirit. Apart from 2020, video calling was
predominantly used during meetings and conferences.
When lockdowns began, Zoom was quite literally a
lifesaver for remote workers, students, and families
trying to c
onnect. The company’s profile skyrocketed
value-wise over a few months, turning from virtually
unknown to a public figure across all age groups and
professions.
Trust and privacy concerns surged as Zoom exploded in
popularity
during
the
COVID-19
pandemic.
“Zoombombing”, in particular, was a glaring issue for
users. Uninvited participants would join meetings
anonymously and interrupt using lewd images and
language. Yuan, Zoom’s founder, faced mounting
scrutiny over these weaknesses. His reaction was one
of transformational leadership in Bass (1985) and
mastery in sensemaking (Weick, 1995). Yuan’s
actions
—
and the resulting narrative shift
—
combined
to keep users safe while maintaining clear,
unquestionable trust, and complete transparency into
the inner workings of creating a PR disaster turned
opportunity.
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Leadership Action:
Feature Freeze to Prioritize Security
: In April 2020,
Zoom founder Eric Yuan announced what would be
regarded as a controversial 90-day feature freeze,
disabling all non-security-related updates to focus
solely on identity issues and other vulnerabilities [12].
This serves to exemplify Bass’s theory of “individualized
consideration”. By postponing aggressive growth
metrics, Yuan strategically prioritized empathy and
bolstered user trust while rebuilding skepticism. It goes
without saying that Yuan has deemed user trust as a
priority as well.
The changes Zoom implemented during this period
went beyond resolving immediate issues. These
included adding end-to-end encryption, waiting rooms
to limit access to unauthorized users, and collaborating
with cybersecurity professionals to fix all security
vulnerabilities. Establishing new standards in video
conferencing, Zoom solidified industry expectations
while enforcing a new benchmark on security. All of
these moves were unprecedented amid raging growth
and competition.
He maintained crisis communication with employees,
customers, as well as other stakeholders during the
entire period of crisis and provided continuous
updates. Yuan kept employees aligned with progress,
setbacks, and improvements. Such disclosure aligns
with Weick’s sensemaking approach as Yuan was
providing clarity and guidance, which allowed teams to
navigate and resolve complicated issues. As an
example, Yuan provided guidance through a blog post
entitled “Our Commitment to Privacy and Security,”
which described his detailed plan for trust restoration
and addressing problems stated in the blog title [13].
The same level of openness was not precluded for the
internal audience. Yuan also participated in the live
Q&A sessions with users, and non-employees were
able to suggest ways of improving the platform. This
fostered a sense of social responsibility and partnership
while enhancing the perception of Zoom’s brand.
Result
In 2020, Zoom's revenues skyrocketed by 326%, hitting
$2.6 billion [14]. The platform became a quintessential
feature of remote work and learning, enabling
everything from business meetings to virtual weddings.
Yuan’s leadership success can be attributed t
o multiple
factors. First, he employed a seemingly forced user-
centric leadership style that proved essential by
displaying that users trust Zoom to safeguard their
security. Secondly, Zoom’s willingness to forego growth
for long-term vision and industry, as well as strive
towards quality, without sacrificing standards, was
commendable. Yuan’s leadership also fostered
organizational harmony, which, due to extreme
pressure across the organization, kept teams inspired
and fiercely driven amidst the relentless demands.
Theoretical Link:
The narrative of Zoom serves as an example of the
importance of humility and the willingness to change
direction. Yuan fortified user containment with clear
policies, turning a PR nightmare into a trademark
reputation for the
firm. Furthermore, Yuan’s highly
displayed emotional leadership put people above
everything else. Internally and externally, he built
relationships that enabled unprecedented growth that
the firm witnessed.
This significantly underscores the notion of integrating
vision and tactical execution, an element that was
heavily highlighted during the 2020 crisis.
Looking back, Yuan sought not only to address Zoom's
immediate challenges but also to reshape its identity.
He positioned the platform as a secure, reliable, and
user-friendly tool, ensuring long-term relevance and
impact beyond the pandemic.
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Contrast with Companies That Failed
To understand the successes of Netflix, Peloton, and
Zoom, it’s useful to look at other businesses that, at the
same time, suffered greatly. These companies illustrate
the consequences of a lack of alignment between the
managerial approach and the need for a strong
adaptive response during a crisis.
Consider, for instance, AMC Theatres. As theaters
worldwide closed due to lockdowns, AMC encountered
considerable problems with sustaining its traditional
retail business model [15]. Unlike Netflix, which pivoted
to streaming during the pandemic, AMC resorted to
hoping for a recovery, disregarding the necessity for a
structural realignment. Even after recreating attempts
to open theaters at reduced capacity, AMC failed to
draw in customers who had become accustomed to the
safety and reliability of streaming services. This
example highlights the failure of effective management
stra
tegies
revolving
around
flexibility.
AMC’s
intransigence to the relevant strategic change left him
dangerously exposed to fierce competition, shrinking
revenues, and the frantic attempt to stay in the game.
In the same vein, retail veterans JCPenney and Neiman
Marcus went bankrupt as they could not adapt to the
pandemic-induced e-commerce trends [16]. While
companies like Peloton rode the at-home fitness wave,
and Zoom solidified its position in remote work culture,
these retailers simply sat back and did nothing. Their
lack of investment in online stores, coupled with a stale
approach to product expansion, hampered their ability
to thrive in a post-pandemic world dominated by
homebound shoppers. This demonstrates the
importance of having dynamic capabilities (Teece,
1997) where firms can realign their resources and
processes in the face of great uncertainty. Armed with
such capabilities, JCPenney and Neiman Marcus might
have mitigated the pandemic’s economic disruptions.
The challenges of AMC, JCPenney, and Neiman Marcus
serve as instructional lessons for leaders grappling with
crises. These firms showcase how indelible adaptability
is within an uncertain environment. It is a must for
leaders to only employ strategies that are tailored to
the needs of the crisis as contingency theory advocates.
Furthermore, innovation is one vital element needed to
continue to exist in a given market as dynamic
capabilities are associated with the ability of firms to
change rapidly and efficiently in response to stimuli. On
the other hand, failure to predict what is coming or
acting rather too aggressively without a proper guide
can render a firm obsolete
—
or worse futile.
When we juxtapose these failures with the success of
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Netflix, Peloton, and Zoom, it is evident that thriving in
crises demands foresight, nimbleness, and willingness
to take the plunge. Some firms tended to take the
opportunity to reshape the very sectors that they
operate in, while others simply lacked the required
strategy and flexibility that dooms an overall business.
The need for contrasting approaches highlights a gap
between strategic education and practical application
in the realm of crisis management.
CONCLUSION
The triumphs of Netflix, Peloton, and Zoom contain
lessons useful to business leaders for preparing them
to face future crises. These companies proved that
thriving in chaos is possible with a careful blend of
foresight, agility, and empathy. Observing their
approaches reveals primary lessons that assist leaders
in transforming uncertainty into possibilities.
Accomplishing this goal requires building within
companies the ability to reposition their resources and
processes. One of the greatest insights they offer
pertains to fostering dynamic capabilities within an
organization. Addressing remote work, supply chain
diversification and product innovation requires
responsive organizations. Investing in digital structures,
flexible infrastructure, and multipurpose teams should
be priorities for leaders who want their companies
prepared for the next unexpected challenge.
Perhaps the most salient insight is that leadership
strategies must be crafted to address the particular
demands of a crisis. As was the case with Netflix,
Peloton, and Zoom, leaders who understood the
particular difficulties posed by the pandemic and had
appropriate responses were more successful.
Practitioners should shift to an oriented approach
where flexibility takes center stage instead of strict
adherence to norms set before the crisis. This approach
enables leaders to manage pressing challenges and to
prepare their organizations for enduring structural
agility.
The success of these companies, however, was largely
due to transformational leadership. Such leaders who
centered vision and empathy and who held their teams
accountable gained trust and loyalty and were,
therefore, better able to navigate their teams through
turbulence. Everyone looks to leaders during a crisis to
receive influence and guidance. Leaders build resilience
and sustainable growth by setting a vision, caring
deeply for the stakeholders, and granting inventiveness
to the hands of many.
Strategic opportunism is a new lesson to learn from the
pandemic. Usually, crisis models focus on survival, but
Netflix, Peloton, and Zoom highlight how disruptions
can lead to opportunities. Leaders need to shift their
thinking and view crises as opportunities to redefine
markets, capture new ones, and innovate regarding
how their organizations operate for success in the
future. Emphasis on growth in this way shifts the need
to make bold moves and calculated decisions, which
require facing uncertainties head-on.
Building trust and strong relationships is just as
important in times of crisis. Companies such as Peloton
and Zoom showcased the true value of empathy and
collaboration. Leaders need to prioritize making
employees
feel
included,
fostering
two-way
communication, and addressing stakeholder concerns.
Prioritizing relationships strengthens loyalty to the
organization, and helps sustain the company’s
connection to employees, customers, and partners
even during turbulent times.
Successful crisis leadership, at the final stage, requires
a mix of visionary and tactical execution. Having a
strategy is important, but leaders must be able to
respond to immediate problems as well. Because
organizations have overarching missions, they can
balance large-scale objectives with operational
decisions to effectively navigate crises. This enables
leaders to address immediate challenges while setting
the foundation for enduring achievement.
When looking back on the lessons from the pandemic,
one thing stands out: the next crisis will test those who
blend academic precision with ruthless agility. Learning
from the latter's success, practitioners could prepare
themselves to anticipate shifts, act, and inspire during
challenging times. The most effective leaders are those
who turn unpredictability into opportunity, ensuring
their organizations not just weather disruption, but
flourish through it.
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Available at:
https://backlinko.com/zoom-users
Gladstone A. Movie Theater Chains AMC, IMAX Hurt by
Coronavirus
Concerns.
Available
at:
https://www.wsj.com/articles/movie-theater-chains-
amc-imax-hurt-by-coronavirus-concerns-11583342344
Stone M. JCPenney Files for Bankruptcy Amid
Coronavirus
Pandemic.
Available
at:
https://www.businessinsider.com/jcpenney-files-for-
bankruptcy-amid-coronavirus-pandemic-2020-5
