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However, Disney’s Bob Iger, as a part of the transaction, made one undeniably wise choice.
I don't remember the exact timing of events, but the US DOJ probably deserves some credit for forcing them to unload the RSNs. Either way it was great timing for Disney to maximize their value and lower their net Fox purchases cost.
 
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https://www.wsj.com/articles/ant-ma...for-disneyand-theaters-26d262b3?siteid=yhoof2

Ant-Man’s Shrinkage Is a Problem for Disney—and Theaters
Record second-week decline for a Marvel movie latest sign that franchise may be getting fatigued
By Dan Gallagher
Feb. 28, 2023 7:00 am EST

Disney’s smallest superhero doesn’t appear to have much legs. That is a growing problem for the Mouse House, and for those showcasing its fare.

Ant-Man and the Wasp: Quantumania” is the 23rd theatrical movie Disney has produced and released from its Marvel franchise. That doesn’t count the three “Spider-Man” movies produced by Sony that are considered part of the franchise’s cinematic universe, nor the five Marvel movies that came out prior to 2012’s “The Avengers,” which marked the first Disney-produced theatrical release after acquiring Marvel for $4.3 billion in 2009. Still, Disney’s end hasn’t been a bad haul; its own Marvel movies to date have grossed more than $22 billion in worldwide box-office, according to the industry-tracking site the Numbers.
 
https://www.hollywoodreporter.com/t...hn-landgraf-simran-sethi-elevated-1235337869/

Disney’s Dana Walden Reorganizes Senior Team: John Landgraf, Simran Sethi Elevated
In Walden's first big move as Disney Entertainment co-chair, she's moved Nat Geo and Onyx Collective under FX's Landgraf and Freeform under Sethi.
By Lacey Rose
February 28, 2023 12:00pm PST

Dana Walden has solidified her senior executive team.

Following the early February news that she was being upped to co-chairman of Disney Entertainment, Walden has streamlined her reporting structure with both John Landgraf and Simran Sethi adding responsibilities.

Landgraf, who has long been a creative standout at FX, has added prestige brands Nat Geo and Onyx Collective to his oversight. As Walden noted in her internal memo, Onyx remains a major Disney priority, as evidenced by its well-funded roster of diverse talent, and will continue to be run by Tara Duncan. In fact, as part of the new structure, Duncan will be solely focused on Onyx, with her Freeform programming responsibilities shifting to Sethi, who will maintain her role at ABC Entertainment as well.

In the new structure, which comes after returning CEO Bob Iger’s swift dismantling of Disney Media and Entertainment Distribution, National Geographic head Courteney Monroe and Duncan will report to Landgraf, who will continue to be one of Walden’s direct reports. Monroe, whose brand just earned its third Oscar nomination for Fire of Love, will now oversee all aspects of the Nat Geo brand, including its magazine, digital efforts and original content strategy.

For Sethi, now executive vp programming and content strategy for ABC and Freeform, the additional purview marks a return to a younger-skewing brand that she helped to launch. She will continue reporting to Disney TV Group president Craig Erwich, who also counts Disney Branded TV president Ayo Davis as one of his direct reports.

With DMED no longer, president of networks and TV business operations Debra O’Connell was added to Walden’s group, where she’ll now add research, labor relations and TV business operations to her many hats. Newly upped president of Disney Television Studios Eric Schrier will oversee global original TV strategy, working closely with Disney’s regional leaders.

The full memo from Walden, whose own star has risen under Iger, follows.

Dear Colleagues,

Since the announcement of Disney Entertainment, I’ve spent time thinking about how to organize my team in a way that will enable me to focus on my newly expanded role, in partnership with Alan. I will continue to rely on the same incredible leaders who have delivered hit after hit onto our platforms and into our rich library, but have made some changes to our structure, which are outlined below:

Onyx Collective remains a huge priority, and as its impressive roster of creators and series continues to grow, Tara Duncan will now focus exclusively on Onyx.
  • National Geographic Content recently earned its third Oscar nomination and has attracted some of the biggest stars to its impressive slate of series and doc films. Courteney Monroe will now oversee all aspects of the brand, including its digital footprint and iconic magazine, along with its original content strategy.
  • Tara and Courteney will now report directly to John Landgraf, combining the strength of three prestigious brands.
  • As Tara’s focus shifts to Onyx, Freeform programming and development will be combined with ABC Entertainment, and Simran Sethi will oversee both. This represents Simran’s return to a brand she helped launch. She will continue to report to Craig Erwich.
  • Over the past six months, Ayo Davis and Craig have worked together very successfully on Disney Branded Television streaming originals. Ayo will continue to report to Craig for streaming, and now that structure will expand to also include the development and programming of Disney Channel and Disney Junior.
  • Debra OConnell, who recently joined my leadership team, will continue to oversee networks and ABC Owned Television Stations, and will add research, labor relations and TV business operations to her purview.
  • Disney Television Studios will remain under Eric Schrier, who will expand his responsibilities to include our global original television strategy, working closely with our talented regional leaders.
Great stories are the lifeblood of our company, and I will remain deeply connected to the creative side of our business. As we begin our new chapter together, I have the utmost confidence in this team of proven and formidable leaders. I am very grateful to Bob for reuniting and realigning our company in such a meaningful way.

I want you all to know how much I appreciate your passion and your pursuit of excellence, which will be key to our success in the months and years ahead.

Warmest regards,
Dana
 

I saw this article today. I was interested in the statement they highlighted.
https://finance.yahoo.com/news/why-clearbridge-cap-growth-strategy-115816588.html

"We exited The Walt Disney Company (NYSE:DIS) to focus on areas of the media industry with better risk/reward. Disney has significant exposure to consumer spending that is showing early signs of weakening. We decided to move on from the name as its traditional linear programming business is dissolving more quickly than expected, while its Disney+ streaming business cannot offset the affiliate fees and advertising revenue that the company has relied on for years. Disney’s parks business has done well recently due to strong pricing power but we have concerns that consumers will continue to spend on such discretionary purchases in a recessionary environment. At this point in the cycle, we believe Netflix has more ways to innovate and improve profitability."

I am nowhere near as knowledgeable as many of you, but it mirrors my thinking of the next months so I found it interesting.
 
I saw this article today. I was interested in the statement they highlighted.
https://finance.yahoo.com/news/why-clearbridge-cap-growth-strategy-115816588.html

"We exited The Walt Disney Company (NYSE:DIS) to focus on areas of the media industry with better risk/reward. Disney has significant exposure to consumer spending that is showing early signs of weakening. We decided to move on from the name as its traditional linear programming business is dissolving more quickly than expected, while its Disney+ streaming business cannot offset the affiliate fees and advertising revenue that the company has relied on for years. Disney’s parks business has done well recently due to strong pricing power but we have concerns that consumers will continue to spend on such discretionary purchases in a recessionary environment. At this point in the cycle, we believe Netflix has more ways to innovate and improve profitability."

I am nowhere near as knowledgeable as many of you, but it mirrors my thinking of the next months so I found it interesting.
Where in the heck are Netflix going to innovate and improve? Lol.

EDIT: The only way Netflix can increase profitability is to raise prices. They do not compete in the live sports/events space, they have no ecosystem or online store to purchase movies or tv shows and their home made content lacks quality. **Shrug**
 
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Where in the heck are Netflix going to innovate and improve? Lol.

EDIT: The only way Netflix can increase profitability is to raise prices. They do not compete in the live sports/events space, they have no ecosystem or online store to purchase movies or tv shows and their home made content lacks quality. **Shrug**
Ad sales. It will happen with streaming, just as it happened with cable and broadcast before that. If you watch DVD's of old TV shows from the 70s, an hour-long show averaged about 49 minutes or so. Now they're less than 42 minutes.

Back when cable came along, a major selling point was that it was "ad free."
 
Ad sales. It will happen with streaming, just as it happened with cable and broadcast before that. If you watch DVD's of old TV shows from the 70s, an hour-long show averaged about 49 minutes or so. Now they're less than 42 minutes.

Back when cable came along, a major selling point was that it was "ad free."
Yeah, time is a flat circle.

Ads are already subsidizing the lowest price tier?
 
Yeah, time is a flat circle.

Ads are already subsidizing the lowest price tier?
We've been watching an old Roger Moore series on Roku, "The Saint." There are several ads per episode, often from local or regional companies. That's one thing streaming can offer. They know you're streaming habits and are able to get search history from Google and buying history from Amazon.
 
We've been watching an old Roger Moore series on Roku, "The Saint." There are several ads per episode, often from local or regional companies. That's one thing streaming can offer. They know you're streaming habits and are able to get search history from Google and buying history from Amazon.
I got to say this sounds terrible (the ads, not the series). I personally do not have the appetite to go back to ads. I actually just cancelled Netflix last week. I have had it since 2012. Going to see how much my family bugs me and then re-evaluate. Lol.
 
I got to say this sounds terrible (the ads, not the series). I personally do not have the appetite to go back to ads. I actually just cancelled Netflix last week. I have had it since 2012. Going to see how much my family bugs me and then re-evaluate. Lol.
I have no issues with ads at all. My family is used to them as me mainly just have the free streaming services. Right now we have Netflix and Paramount+ as my wife is watch Yellowstone. Once that's over we will cancel them til there is a series we want to watch. I think we had Disney+ for a month just to watch the Beatles movie. Then we cancelled that.
 
I don't mind ads depending on what I am watching.

I currently have Apple TV, Disney Plus, Netflix, Crunchyroll and HBO Max with no ads.
I also have Hulu, Paramount Plus and Peacock with ads.

Most things I watch on the ads services are next day shows and am fine with ads there as they would have had ads had I actually watched them live. We watched Megan on Peacock this past weekend and they did dump of ads in the beginning, I think totaled 3 minutes worth, and than no more after the movie started.

We have also watched newer releases on Peacock and Paramount where this was the case. I am not sure if older movies do this as well or if they only have ads at the start for all movies.
 
A little history on how this all started.

https://lamphousefilms.com/blog/the-history-and-future-of-tv-advertising/

But in many ways, the model that would work for TV was invented for radio. It was a new, exciting technology, but at first, no one knew how to make it profitable. In 1922, an AT&T station, WEAF (later purchased by the NBC Network), began selling airtime to any company that wanted to put a message on the air. Their first purchaser was an apartment building in New York state. They were immediately followed by an oil company, and American Express. And broadcast advertising was born.
 
In regards to ads, we are already seeing that Facebook/Google and others have took a massive hit on ad revenue due to Apple and their firm stance on privacy and giving users a choice whether to share their data. This will translate to Netflix and other streamers. If you get the pop up asking if you want to share personal info, most are clicking no. You then lose targeted info to charge advertisers. Personally, I am not sure an ad-based model is the profit making machine to drive a stock.

Honestly, how the heck has HBO been able to churn out quality programming and charge $20/mo or whatever and turn a profit? They make a few (very) high quality shows and spread it out over the year. This is the business model for streamers to follow.
 
A little history on how this all started.

https://lamphousefilms.com/blog/the-history-and-future-of-tv-advertising/

But in many ways, the model that would work for TV was invented for radio. It was a new, exciting technology, but at first, no one knew how to make it profitable. In 1922, an AT&T station, WEAF (later purchased by the NBC Network), began selling airtime to any company that wanted to put a message on the air. Their first purchaser was an apartment building in New York state. They were immediately followed by an oil company, and American Express. And broadcast advertising was born.

Yeah, and adverising drives everything. They don't make TV shows because they are good or creative or whatever. They can be that, but they are a product made to make money, to sell. They couldn't actually sell it to the viewers/listeners as anyone with the equipment could pick it up. The control was in the broadcast aparatus, so they sold the product to advertisers. We have enjoyed free (or relatively inexpensive), shows that we enjoy and even get attached to, but the people making them whant their profit. Advertisers also want that audience, and they are going to get it one way or anotehr. With diminishing broadcast viewership, they will turn to streaming - and the consumer goods giants of the world have a LOT of sway. It is inevitable that advertising will become the driving force behind streaming, like it or not.
 
Yeah, and adverising drives everything. They don't make TV shows because they are good or creative or whatever. They can be that, but they are a product made to make money, to sell. They couldn't actually sell it to the viewers/listeners as anyone with the equipment could pick it up. The control was in the broadcast aparatus, so they sold the product to advertisers. We have enjoyed free (or relatively inexpensive), shows that we enjoy and even get attached to, but the people making them whant their profit. Advertisers also want that audience, and they are going to get it one way or anotehr. With diminishing broadcast viewership, they will turn to streaming - and the consumer goods giants of the world have a LOT of sway. It is inevitable that advertising will become the driving force behind streaming, like it or not.
True, but I will add that TV shows (or movies, or ink-on-paper, or games, or park experiences) HAVE to be good and creative to consistently draw a crowd. And Paycheck's strategy of putting anything and everything on tv and streaming, no matter how crappy, risks damaging the DIS brand, which is where all our company's worth resides and has always.

I'll again take this opportunity to opine that ABC Television and ESPN does not, never did, and never will enhance the Disney brand. They degrade it.
 
True, but I will add that TV shows (or movies, or ink-on-paper, or games, or park experiences) HAVE to be good and creative to consistently draw a crowd. And Paycheck's strategy of putting anything and everything on tv and streaming, no matter how crappy, risks damaging the DIS brand, which is where all our company's worth resides and has always.

I'll again take this opportunity to opine that ABC Television and ESPN does not, never did, and never will enhance the Disney brand. They degrade it.

Well, right, the better the product, the more potential it has to sell - but it's not a direct correllation either. A lot of very good and creative shows do not gain traction and become profitiable, and I might also argu that a lot of really bad ones do. That's why I say they can be - they are art after all - but the broadcasters do not and never have made them because they appreciate art.
 
True, but I will add that TV shows (or movies, or ink-on-paper, or games, or park experiences) HAVE to be good and creative to consistently draw a crowd. And Paycheck's strategy of putting anything and everything on tv and streaming, no matter how crappy, risks damaging the DIS brand, which is where all our company's worth resides and has always.

I'll again take this opportunity to opine that ABC Television and ESPN does not, never did, and never will enhance the Disney brand. They degrade it.
I disagree in regards to ESPN, especially with ESPN+. It makes money and now with regional sports networks struggling it makes more sense for them to keep ESPN+
 
I disagree in regards to ESPN, especially with ESPN+. It makes money and now with regional sports networks struggling it makes more sense for them to keep ESPN+

ESPEN has kinda always been up and down, but generally profitable. I don't think it harms Disney's brand in any way at all. The same is true of abc. They ahd a long partnership previous to Disney buying them - it made sense.
 
Well, right, the better the product, the more potential it has to sell - but it's not a direct correllation either. A lot of very good and creative shows do not gain traction and become profitiable, and I might also argu that a lot of really bad ones do. That's why I say they can be - they are art after all - but the broadcasters do not and never have made them because they appreciate art.
I will say that quality, over time, succeeds. And some pioneers of broadcasting wanted the mediums to be used for "the betterment of society overall." Education, cultural enlightenment, etc. One example was CBS' William Paley who owned the network from 1928 to the 1980s. He was very concerned about quality, etc.

Unless it got in the way of making a lot of money.

When the Beverly Hillbillies premiered in the early 60s, he was mortified that such lowbrow humor would be aired on his network. Then CBS President James T. "Jungle Jim" Aubrey (aka The Smiling Cobra) showed him the blockbuster ratings the show would command. Paley said no more about the show.
 



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