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I’m not convinced the ad-growth tiers will work to create profit as much as Disney would like….

The whole streaming service is unsustainable as far as I can tell… Here are my streaming plans at the moment:

Max - receive for ”free” for being AT&T Subscriber
AppleTV+ - receive for free for X number of months whenever I buy something at Best Buy.
Peacock Premium - $10 paid for by Amex Platinum Entertainment Credit (no ads)
Hulu - $1.99 with ads (paid for by Amex Platinum)
Disney+ - $2.99 Hulu no ads add-on (paid for by Amex Platinum)
Paramount+ - Receive Free Essentials Subscription with Walmart+ (paid for by Amex Platinum)

Other streaming services I use include Freevee (completely free) and PlutoTV (completely free, though I think there’s now an enhanced plan I can receive for free with my Walmart+ subscription).

The amount of subsidizing this entire sector has had to throw at subscriber growth is crazy! Most credit cards by Amex and Chase and Bank of America offer all kinds of incentives to get any number of streaming services… Then there are the password sharers and freeloaders….

As a consumer, I love it… As a shareholder, bring back the Disney vault And/or raise the prices and cut off the promotional spigot!
 
RE: Streaming sustainability. (Bit long winded so bear with me)

If you dig in to the financial reports and do the math on streaming you can parse out that in FY22 Dis+ and Hulu each ran approx $2b & $3b operating profits vs their own production costs. ESPN+ ran an operating loss in FY22 of approx $400m. FY23 looks on track to be better for all 3 platforms vs their costs. This is the good news.

Based on Igers comments, content spend will be reduced and I expect the production costs to stay roughly the same for FY23 vs FY22 and then see the cuts FY24.

The bad news. Tech and Marketing fees are super expensive.

Technology costs seem to be a fixed cost per user. Gain users the costs goes up, lose users costs go down. Doesn’t seem to be any discount for scaling. FY23 report will tell us more.

The major major expenses are Marketing/admin fees and they are out of control high. Hard to know if these high costs are related to launching in new countries and are one time big cost or if this is where the subsidies are coming from that the previous post is talking about combine with general ad campaigns for promotion.

The all-in-one app will streamline some costs and help with more focused advertising. I dont know the advertising potential for the Direct to Consumer segment but they need to AT LEAST 2.5x ad revenues if tech/marketing costs are going to stay high.

The task is a tall one and I am intrigued as to how much the can eat away at the massive operating losses taken on to get DIS+ rolling around the globe. Iger said he thinks DTC will well on its way to profitability by Q2FY24 and profitable by the end of FY24… that would be one heck of a turnaround.
 
Looks like there will be, for the foreseeable future, pressure on the Parks and Experiences division to be the cash cow.

As far as marketing, it looks like every media platform - tv, cable, youtube, whatever - has some DIS advertising on every hour or so. Which tells you that if advertising costs money when you buy - and we're spending a ton - then conversely it makes money to whoever is selling it.

Admin fees are a kind word for deadheads - assistant, deputy assistant, senior deputy assistant, etc - every company has those folks on the payroll at some level or other. Watch the credits at the end of every new tv show or movie and see how long the list runs.
 
The mentality on advertising and marketing is stuck in the 60s.

What type of return are they getting specifically from that advertising?

Who is getting Disney Plus or going to see Indiana Jones because they saw a 10 second commercial about it on YouTube? The same can be said about any product.

If your product is good enough it will typically sell itself these days through word of mouth on social media.
 
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Kind of stunning how often they’ve used de-aging tech for movies recently, I remember it distinctly when they used it for RDJ in one of the Avengers movies (also Tron) but it sure feels like they’ve gone to that well a lot.
And Samuel L. Jackson through all of Captain Marvel.
 
The mentality on advertising and marketing is stuck in the 60s.

What type of return are they getting specifically from that advertising?

Who is getting Disney Plus or going to see Indiana Jones because they saw a 10 second commercial about it on YouTube? The same can be said about any product.

If your product is good enough it will typically sell itself these days through word of mouth on social media.
Most marketing it just about keeping a company or brand in a consumers mind, not selling a specific thing.
Looks like there will be, for the foreseeable future, pressure on the Parks and Experiences division to be the cash cow.

As far as marketing, it looks like every media platform - tv, cable, youtube, whatever - has some DIS advertising on every hour or so. Which tells you that if advertising costs money when you buy - and we're spending a ton - then conversely it makes money to whoever is selling it.

Admin fees are a kind word for deadheads - assistant, deputy assistant, senior deputy assistant, etc - every company has those folks on the payroll at some level or other. Watch the credits at the end of every new tv show or movie and see how long the list runs.
Not really sure how DIS+ is affecting the Parks division? DMED is still profitable so I dont get what you are saying. You seems mostly concerned with domestic parks investment (WDW specifically). Pretty sure Disney’s lack of domestic parks investment is down to Covid.

Pre-streaming/Pre-Covid/during covid DMED out performed Parks all the time. Again, not sure what your point is other than Parks are doing better now?

Is your narrative that Dis is taking parks profit and using it to subsidize streaming? Bc there is a not any sign of that. There was no parks profit for the 1st 2yrs of the Dis+ rollout.
 
I’m not convinced the ad-growth tiers will work to create profit as much as Disney would like….

The whole streaming service is unsustainable as far as I can tell… Here are my streaming plans at the moment:

Max - receive for ”free” for being AT&T Subscriber
AppleTV+ - receive for free for X number of months whenever I buy something at Best Buy.
Peacock Premium - $10 paid for by Amex Platinum Entertainment Credit (no ads)
Hulu - $1.99 with ads (paid for by Amex Platinum)
Disney+ - $2.99 Hulu no ads add-on (paid for by Amex Platinum)
Paramount+ - Receive Free Essentials Subscription with Walmart+ (paid for by Amex Platinum)

Other streaming services I use include Freevee (completely free) and PlutoTV (completely free, though I think there’s now an enhanced plan I can receive for free with my Walmart+ subscription).

The amount of subsidizing this entire sector has had to throw at subscriber growth is crazy! Most credit cards by Amex and Chase and Bank of America offer all kinds of incentives to get any number of streaming services… Then there are the password sharers and freeloaders….

As a consumer, I love it… As a shareholder, bring back the Disney vault And/or raise the prices and cut off the promotional spigot!
We are headed for a major shakeout of all the also ran streamers, that is for sure.

With the years of experience Disney has with Hulu ad tiers, they should know exactly what revenue it will bring in.

Non-Disney question on Best Buy and AppleTV+, can you sign up for that again and again? Or is it for new subscribers only?
 
Most marketing it just about keeping a company or brand in a consumers mind, not selling a specific thing.

Not really sure how DIS+ is affecting the Parks division? DMED is still profitable so I dont get what you are saying. You seems mostly concerned with domestic parks investment (WDW specifically). Pretty sure Disney’s lack of domestic parks investment is down to Covid.

Pre-streaming/Pre-Covid/during covid DMED out performed Parks all the time. Again, not sure what your point is other than Parks are doing better now?

Is your narrative that Dis is taking parks profit and using it to subsidize streaming? Bc there is a not any sign of that. There was no parks profit for the 1st 2yrs of the Dis+ rollout.
That is exactly what I'm asserting. For the last two quarters, Parks operating profit was 30 cents on each dollar of revenue, while DMED was but a dime.

It is my contention that DIS is starving parks CapEx and maintenance to keep Hollywood afloat. Disboards is full of complaints every day of poor maintenance and attraction downtime. Several months ago, the WSJ even quantified how downtime has increased in the parks.

This is what faced MK guests at WDW Sunday morning:

Haunted Mansion, Big Thunder Mountain, Pirates of the Caribbean, Peter Pan’s Flight, and PeopleMover All Down This Morning at Magic Kingdom
https://wdwnt.com/2023/07/magic-kingdom-multiple-attractions-down/

I've heard the excuse that they can't find the people to work. Baloney. In Hollywood, there's so many people on every project, they trip over each other.

A business plan that does not adequately maintain and improve the company's most profitable asset - the parks - ranks as business malfeasance.

Of course Parks had no profit during covid - they were closed. But that's over with.

A fifth gate at WDW needs to have been opened yesterday. A Disney Sea would work well.
 
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That is exactly what I'm asserting. For the last two quarters, Parks operating profit was 30 cents on each dollar of revenue, while DMED was but a dime.

It is my contention that DIS is starving parks CapEx and maintenance to keep Hollywood afloat. Disboards is full of complaints every day of poor maintenance and attraction downtime. Several months ago, the WSJ even quantified how downtime has increased in the parks.

Do you think they are starving Capex or do they just not want to pay market rate for that type of labor? I'm in the camp that they still think people will work for them because they are Disney and if not they are content having a vacancy in any role.
 
Do you think they are starving Capex or do they just not want to pay market rate for that type of labor? I'm in the camp that they still think people will work for them because they are Disney and if not they are content having a vacancy in any role.
Much of the Capex for the parks goes to contractors, not CM's.
 
Do you think they are starving Capex or do they just not want to pay market rate for that type of labor? I'm in the camp that they still think people will work for them because they are Disney and if not they are content having a vacancy in any role.
There's no question CapEx was, is, and will continue to be starved. How long did it take to complete Tron? Years. In the 1860s, a Transcontinental railroad was built in almost the same amount of time.

And what new plans are there for WDW? Crickets.

I'm sure DIS management wants to keep labor costs down at WDW. Payroll is no doubt the largest cost center in the budget. I've read enough budget documents over the years to know where the money is.

But it really, really, REALLY irks me to see Hollywood get flooded with money to pay for deadheads (and I don't mean Grateful Dead fans), while CM's who work like mules to keep guests happy get short-changed.
 
https://ca.investing.com/news/stock...-disney-in-q3-advertisinglinear-432SI-3040735

UBS expects continued pressure for Walt Disney in Q3 advertising/linear
Sam Boughedda
Published Jul 10, 2023 10:04
DIS
-0.27%

UBS sees continued pressure for Walt Disney (NYSE:DIS) in linear networks and mixed parks results, the firm's analysts stated in a note Monday.

"We expect F3Q to show continued pressure in advertising/linear OI, slightly higher DTC dilution and mixed Parks results," wrote the analysts, who have a Buy rating and a $122 price target on the stock.

UBS expects Disney's total revenues to grow 3.6% year-on-year to $22.3 billion compared to +7.6% in F2Q, while they see EBIT falling 12% year-on-year to $3.1 billion, "including higher depreciation from the close of the SW hotel (prior $3.5B), in line with trend, equating to 14.1% margins, down 250 bps yoy."

"The accelerated depreciation (and softening domestic Parks) makes it unlikely the company will hit its HSD OI guide for 2023 (UBSe +2%)," added the analysts. "We continue to expect DTC dilution to peak this year (UBSe $2.9B in F23 vs. $4B in F22, less than $1B in F24), driving improving EPS ($3.75 in F23, $5.25 in F24 vs. prior $3.99/$5.65)."

Disney shares are down over 8% in the last 12 months, currently trading above the $88 mark, down 0.4% Monday.
 
https://www.yahoo.com/entertainment/sun-valley-welcomes-back-chastened-130000862.html

Sun Valley Welcomes Back a Chastened Class of Media Moguls
Lucas Manfredi
Mon, July 10, 2023 at 3:00 PM GMT


The forecast for Sun Valley, Idaho, is clear with highs in the 80s this week. But as moguls from Hollywood, Silicon Valley and Wall Street assemble for Allen & Company’s annual conference starting Tuesday, there will be at least a metaphorical cloud over the gathering.

This year’s conference comes during a difficult time for legacy media giants, who have been cutting costs left and right as investors have shifted their focus from streaming growth to profitability. Linear television continues to decline. If anything, cord-cutting has accelerated, eroding the cable profits that once fueled the media business. Movie theaters are still struggling to get audiences off their couches to come see the latest blockbuster. New productions are facing disruptions from the Writers Guild of America strike, as well as a possible one by actors with SAG-AFTRA’s recently extended contract talks extended to Friday, the last day of the Sun Valley event.

“Industry consolidation will likely be on everyone’s mind in Sun Valley,” Third Bridge senior analyst Jamie Lumley told TheWrap. “With rising pressure to make streaming profitable, companies are increasingly asking themselves whether they have the scale to make streaming work while also managing the decline of legacy TV entertainment distribution.”

The people whose job it is to figure out that math will be gathered together at what’s been nicknamed the “summer camp for billionaires.” The event is well known as a hotbed for dealmaking, with handshakes there having led to Jeff Bezos’ purchase of the Washington Post and Disney’s purchase of Capital Cities/ABC, to name a few.
The presence of so many media moguls creates a “gravitational pull on future strategies,” said Comscore senior media analyst Paul Dergarabedian.

But the dealmakers face other forces which may make merging their way out of their current troubles harder than in years past.

A fading merger mania

The world has changed in many ways since the last Allen & Company event, but the most significant change for mergers may be that the Federal Reserve has raised rates seven times in the past 12 months.

Tech, media and telecom mergers totaled $25.1 billion in the second quarter, down 24% from the first quarter’s total of $32.8 billion. That outpaced the 8% quarter-over-quarter drop in overall M&A. The total value of mergers and acquisitions in the second quarter of 2023, at $219 billion, was less than a third the value of the M&A market at its peak in the first quarter of 2021.

Dealmaking “has been significantly impacted by the uncertainty around further interest rate increase,” KPMG’s global head of M&A Phil Isom said. “However, there are deals being made for quality assets as companies divest to both raise cash and focus on their core businesses.”
U.S. Mergers & Acquisitions by Quarter (Courtesy of KPMG)

U.S. Mergers & Acquisitions by Quarter (Courtesy of KPMG)

Don’t expect 2023 to be a “big year for M&A at Sun Valley,” David Offenberg, an associate professor of finance at Loyola Marymount University, told TheWrap.

“That said, history tells us that this is a great time to make a move,” he added. “There’s a small chance that a company with a great vision will step out onto the dance floor soon, surprise us all, and get the ball rolling on a new round of deals. The more likely outcome is a few small deals in the AI space.”

In the meantime, companies should prepare themselves for the reopening of the M&A window, Isom said.

On the guest list

Hollywood heavyweights who received an invite to this year’s event include media moguls like Warner Bros. Discovery CEO David Zaslav, Paramount Global non-executive chair Shari Redstone, returning Disney CEO Bob Iger and Disney Entertainment co-chair Dana Walden, Netflix executive chairman Reed Hastings and co-CEOs Ted Sarandos and Greg Peters and Fox Corporation chairman Rupert Murdoch.

Tech titans like Meta Platforms CEO Mark Zuckerberg, Google CEO Sundar Pichai, Apple CEO Tim Cook and Microsoft CEO Satya Nadella and co-founder Bill Gates are also expected to attend. OpenAI CEO Sam Altman will likely draw attention for his company’s buzzy ChatGPT tool.

The deals to watch

For this year’s event, Needham & Company senior entertainment and internet analyst Laura Martin is keeping a close eye on who Shari Redstone talks to. Paramount, which has been viewed as an acquisition target by some on Wall Street in recent months, has been shedding real estate and trying to sell its majority stake in the BET Media Group and its Simon & Schuster book publishing division.

“Paramount needs to be sold. It’s too small to win the streaming wars,” Martin told TheWrap. “The two best buyers are Comcast and Warner Bros. Discovery, in my view, but Amazon or Netflix could buy it also.”

Paramount has struggled to grow its streaming business at the same pace as players like Disney or Netflix, Lumley said. He added that its “extensive catalog of films and IP could be very appealing to the right buyer.”

“Like other streamers, Netflix needs an influx of content,” Ian Greenblatt, J.D. Power’s managing director and GM, tech/media/telecom Intelligence, told TheWrap. “Paramount may be a good match.”

It helps that Netflix stock has rebounded strongly after a punishing 2022, giving it more currency to fuel a transaction. Disney and Warner Bros. Discovery shares have also made some gains, while Paramount’s stock has struggled this year, particularly after the company slashed its dividend.

In addition to Paramount, Third Bridge is keeping an eye on Alphabet, which may look to further expand its entertainment offerings after its YouTube business acquired the rights to the NFL’s Sunday Ticket, and Apple, which could look to bolster its content library and production capabilities by expanding licensing agreements or buying entire libraries. Both have stockpiled substantial amounts of cash.

“In an environment where borrowing costs are high and several companies are feeling the profitability crunch, players with cash on hand are in the driving seat,” Lumley added.


Greenblatt sees the conference as an opportunity for Warner Bros. Discovery to combine with another company, like Comcast or Amazon.

“The library is incredibly rich, and Max is doing OK overall, even with the addition of Discovery content that might seem out of place,” he said.

Gerber Kawasaki managing partner Hatem Dhiab told TheWrap he’ll be watching whether WBD CEO David Zaslav might be willing to offload CNN.

“It’s not up for sale but as we say on Wall Street, nothing is for sale until you get the right price,” he added.

Dhiab also expects whispers about the fates of Hulu, ESPN and Paramount, as well as the next strategic steps for Disney CEO Bob Iger and Comcast CEO Brian Roberts.

Under a 2019 agreement, Disney can buy out Comcast’s minority stake in Hulu as early as January 2024, and Comcast can require that Disney do so. Both companies have suggested it’s likely Disney will buy the stake in recent statements, and Disney has moved to integrate Hulu with Disney+.

Deals involving Disney, Paramount or Warner Bros. Discovery are unlikely to come out of the conference, Heritage Capital founder Paul Schatz told TheWrap, but he acknowledged “you can never be surprised if there is something from the streaming world with Reed Hastings being there.”

Schatz instead expects AI to be a dominant topic and predicts there “could be some strategic relationships” that come out of the event.

Chatter at the conference may also include the convergence between traditional media and entertainment and social media, AI’s impact on the media industry, content origination and marketing; public policy and regulation’s impact on digital advertising; gaming and subscriber retention; streaming profitability; and industry consolidation or video on demand partnerships in streaming, said CFRA Research Director Kenneth Leon.

Other topics Leon is focused on include U.S. regulatory approval for Microsoft’s $68.7 billion acquisition of Activision Blizzard; Paramount’s possible sale of Simon & Schuster; moves by leading streamers like Netflix to get into the free ad-supported streaming television (FAST) market and catch up with Pluto and Tubi; the Disney-Comcast negotiations over Hulu; what’s next for Warner Bros. Discovery under David Zaslav; and streamers’ plans around live sports and music events.

Netflix has been “ramping up its M&A strategy after nearly 25 years on the low,” said Investing.com senior analyst Thomas Monteiro. Warner Bros. Discovery has been looking to find new ways to leverage its content, he added. He also believes that there will be a lot of buzz around AI with Big Tech bosses meeting with OpenAI’s Sam Altman.

“This can be a potentially game-changing moment, as more than measuring their business strategies against each other, they will share and discuss their views for the future, which is a topic of interest that goes beyond the stock market itself,” Monteiro said. “Still, with valuations running very stretched at the moment, I would be surprised to see any M&A there. Partnerships, on the other hand, seem possible.”

With four days to spend in sunny Idaho, the moguls won’t want to come home empty-handed.
 
There's no question CapEx was, is, and will continue to be starved. How long did it take to complete Tron? Years. In the 1860s, a Transcontinental railroad was built in almost the same amount of time.

And what new plans are there for WDW? Crickets.

I'm sure DIS management wants to keep labor costs down at WDW. Payroll is no doubt the largest cost center in the budget. I've read enough budget documents over the years to know where the money is.

But it really, really, REALLY irks me to see Hollywood get flooded with money to pay for deadheads (and I don't mean Grateful Dead fans), while CM's who work like mules to keep guests happy get short-changed.

Yeah that's the real issue I see.... what is going to be "new" next year, or five years from now with the way projects move these days? And it still frustrates me how few attractions some of the parks have..... especially if you have specific age groups in your party. We all know that if you want to do EVERYTHING, AK might take a whole day (when park is closing at 6PM). But for me, I can do two or three attraction and be done by 10AM... but then I can't go anywhere till 2PM.

Universal's Epic Universe... adding another theme park takes Universal to another level. And it's clear by how well Mario did at the box office, that kids are into the world of Nintendo.
 
Especially with 5 new coasters in just the new park. ::yes::
Thank goodness Disney doesn't build a bunch of thrill rides. Disney parks should be about attractions for everybody.
 












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