DIS Shareholders and Stock Info ONLY

This will affect DIS wage scales at WDW

https://***********************.com/2023/02/breaking-universal-orlando-resort-starting-wage-moving-to-17-per-hour-providing-raises-to-existing-team-members/

BREAKING: Universal Orlando Resort Starting Wage Moving to $17 Per Hour, Providing Raises to Existing Team Members
February 14, 2023 by Tom Corless

Universal Orlando Resort has just announced to Team Members that they are raising starting wages to $17 per hour effective June 4, 2023. In addition, many Team Members will receive an increase based on the new rates and their time with the company.

Here is the full letter with those details and more that was just provided to Team Members:
Dear Team Members,

We have so much to look forward to in 2023 as we celebrate the exciting Mardi Gras season and gear up for the summer opening of our new Minion Land at Universal Studios Florida. You all are the spark that brings our brand and stories to life, and I could not be prouder to work alongside you. I always walk away from my time visiting with you feeling energized and inspired to continue to build upon our strong Team Member first culture.

We deeply believe in our mission to provide an inclusive environment where our Team Members are proud to work and we remain committed to that focus. Therefore, we continually evaluate our compensation, perks, and benefits programs and why we are committed to engaging with and listening to you. We truly believe TSAT is more than just a survey; it is your voice that helps us build a better Universal experience.

Wage increases and more benefits

To that end, effective June 4, 2023, we are not only increasing our starting base rate to $17 per hour, but we are increasing many of our starting rates across the business. In addition, many Team Members will receive an increase based on the new rates and their time with the company. More details about how this individually impacts Team Members will be shared in the coming weeks.

Wages are just one part of Team Member satisfaction and because of your direct feedback, we have also elevated our 401K match and tuition reimbursement programs, added compassion leave, doubled our parental leave, enhanced family planning benefits, launched the new applause recognition program, and changed Team Member comp ticket availability from block-out calendar to capacity managed based on park attendance.

Enhancing our work environment

We are also focused on elevating the work environment and have begun upgrading break areas, back of house restrooms, and have exciting plans for Team Member dining that we will share shortly. But it doesn’t stop there, our culture seeks to create a path forward that supports our Team Members, gives them an opportunity to grow and fosters a real sense of purpose and belonging.

In just a few weeks, I will be bringing leaders together to kick off the year and talk about our priorities – one of which involves making every day EPIC in preparation for the opening of Epic Universe. I am excited to share this with you and I want to again thank you for everything you do to help us successfully deliver extraordinary Guest experiences.
I am excited about our bright future!

Karen Irwin
President & COO
Universal Orlando Resort
Do we know what WDW starting wage is? I think it's $15 for union but we know that will be changing soon. Any idea what non-union wages start at?

As for Universal, thats some great improvements for employees and is a prime example of how slowly corporations move - instead of rapid implementation of things like this when workers were hardest to attract over the last year or so, they will probably be fully implemented just as the economy and employment number slow down.
 
https://www.latimes.com/entertainme...t-cuts-whats-the-future-of-hulu-the-wide-shot

As Disney looks for cost cuts, what’s the future of Hulu?
By Ryan FaughnderCompany Town Senior Editor
Feb. 14, 2023 6 AM PST

Walt Disney Co. averted a nail-biter proxy fight, and all it took was for Chief Executive Bob Iger to promise 7,000 job cuts. That’s clearly an oversimplification, though it’s easy to look cynically at Disney’s cost-cutting measures — targeting $5.5 billion in savings, including $3 billion from content cost over the next few years — as a reaction to Nelson Peltz’s pressure campaign against the company.

But the need to rethink streaming (still the company’s “future,” according to Iger) and rein in costs would’ve existed with or without Peltz’s “Restore the Magic” attacks. In important ways, Disney’s austerity measures are just the biggest example yet of the retrenchment that has happened across the media and entertainment industry when it comes to the business of streaming.

Legacy media companies invested heavily in movies and TV shows to put on streaming services that made viewers feel as if they were getting the content on the cheap. And they were. Disney and Iger were particularly aggressive about giving viewers a bargain, with a starting price of $6.99 a month for Disney+. At the time, it was all good. Wall Street loved the subscriber growth story, and stocks were climbing.

But eventually the market turned against the strategy of pursuing subscriber growth at all costs, and now employees are paying for it. Add in a possible recession and a slowdown in the advertising market, along with the ongoing unraveling of the pay-TV bundle, and of course there are going to be layoffs. Anyway, that’s the layperson’s summary of the entertainment industry during the last year.

Iger’s cost-cutting plan is meant to help make Disney+ profitable by the previously targeted 2024, already a bold goal after its direct-to-consumer division (which also includes Hulu and ESPN+) lost $1.1 billion during the most recent quarter and $1.5 billion the quarter before that.

Which leads to one of the more interesting and longest-lasting questions facing Disney during the next year or so: Will Iger sell Hulu?

Disney owns two-thirds of Hulu and has long been expected to purchase the remaining 33% from Comcast as early as January 2024, paying some $9 billion. The company acquired a majority stake of Hulu through its $71.3-billion acquisition of 21st Century Fox in 2019. Gaining control of the “Handmaid’s Tale” streaming service has been touted as one of the big benefits of that deal.

However, Iger last week was clear in his intention to be much more selective “general entertainment” content (i.e., everything that doesn’t obviously fall under an easily identifiable Disney brand). That has, of course, sparked speculation that Disney might be a seller of Hulu instead of a buyer.

“Everything is on the table right now” when it comes to Hulu, Iger told CNBC last week, adding that he was “concerned about undifferentiated general entertainment, particularly in the competitive landscape that we’re operating in.”
Disney declined to comment.

Iger has been circumspect. He isn’t saying he wants to sell Hulu, though neither is he saying that he’s committed to fully owning it. There are reasons he might want to keep the Santa Monica-based service. Hulu has about 43.5 million subscribers, or 48 million when you include the 4.5 million who pay for its version with live TV channels. Its average revenue per user (excluding the live TV package) is $12.46 a month, versus the $5.95 Disney+ generates in the U.S. and Canada.

It’s the third-biggest streamer in the U.S., in terms of time watched, with 3.4% of all TV set viewing, according to Nielsen’s monthly pie chart. That puts it behind YouTube (8.7%) and Netflix (7.5%). And it’s where Disney streams its award-winning FX, Searchlight and ABC shows, though that programming appears on Disney+ in other countries.
But there are reasons to sell too. Disney’s debt stands at $45 billion, and while Iger told CNBC that leverage is not a huge concern right now, he noted that he’s “intent” on reducing Disney’s borrowings.

Rich Greenfield, at LightShed Partners, has long questioned the necessity of Hulu to Disney. Despite some brilliant shows, including “The Bear” (which appeared on countless year-end best-of 2022 lists, including ours), “Only Murders in the Building” and “The Dropout,” the unit hasn’t had many home runs in terms of viewership.

“It is hard to see why Hulu is a must-have asset regardless of whether or not Disney chooses to continue investing in adult-focused programming for Disney+ or pivot solely to kids/family programming,” Greenfield wrote in a blog post before Disney reported earnings. It would be ironic if Disney actually came around to Greenfield’s way of thinking.

But would Comcast be a willing buyer for the rest of Hulu, and if not, would anyone else be willing to pay for it? The Philadelphia telecommunications giant would have to fork over around $20 billion to acquire Disney’s stake in Hulu, which, as Michael Nathanson pointed out in a recent note to clients, is more or less a shell for reruns without Disney’s original content coming in. Plus, Comcast already has Peacock, which is growing but losing money. Companies are trying to spend less on streaming, not more.

Nathanson suggests there may be a compromise that benefits both companies. Disney and Comcast could renegotiate their partnership as a joint venture, split 50-50. That would return Hulu to a consortium-backed model similar to its origins as a streaming company owned by multiple competitors.

Such a change would come with its own complications for Hulu, which at times seemed like a child caught in a tense four-way marriage when its ownership was split between Disney, Fox, Comcast and Warner Bros. (Time Warner, then AT&T). And Comcast and Disney have been fierce rivals. Recall that it was a bitter contest between Iger and Comcast CEO Brian Roberts that bid up the value of Murdoch’s Fox assets before Disney ended up with them.

Questions remain about what a co-ownership arrangement would look like. How would a half-owned Hulu operate alongside Peacock, which is just starting to gather steam and has a similar mix of shows, unlike Disney+, which until recently had minimal overlap with Hulu? But there’s an argument that a joint venture could be the best option.

“It would not only offer a better path to profitability, it would also be a major step in rationalizing an industry that is today too fragmented,” Nathanson wrote. “To be sure, it might be a blow to the ego to cede ownership of the customer. But one of the clear lessons of the streaming wars thus far is that ‘owning the customer’ isn’t all that it’s cracked up to be.”

It’s a different story with the other evergreen what-if scenario facing Disney — whether to sell or spin off ESPN. The sports cable network will now be its own reporting unit under Iger’s new structure, which would presumably make a spinoff easier. Not so fast, though. ESPN may be facing cord-cutting and growing sports-rights costs, but it still makes money, as Stephen Battaglio explained in his recent piece. Most importantly, Iger doesn’t seem interested in selling and he was clear that no conversations are currently taking place.

How much profit ESPN generates will become much clearer now that Disney will break out its financial results. It was a crown jewel of the Capital Cities/ABC deal that brought Iger to Disney in the first place. That’s the thing with crown jewels, though. Sometimes you have to auction off your valuables to protect the castle.

There's now a few analysts floating an idea i threw out there a while ago - that they should go back to the future with Hulu, back to a JV with as many of the other legacy networks as they can cobble together and create a real monster in terms of content. Throw all of the current also-rans - Peacock, Paramount+, HBO Max together with Hulu. Have next day airing of network shows, create a few streaming only prestige shows/movies, all for one low monthly cost. How is that not a real competitor to Netflix in terms of content? Iger will have to get creative on a JV format that won't be dysfunctional like the last one, but, if anyone can do a big deal, it is him.

There has to be consolidation in the near term, not all of them can survive independently. And it's impossible for the average consumer (me) to keep track of what new season of a show they watch is coming out on what streamer, when. Half the time we stumble across a new season - oh look there's a new season of xyz, oh wow, it came out a year ago...beginning to miss the days of fall season premiers and summers filled with those red Netflix envelopes in the mail.
 
There's now a few analysts floating an idea i threw out there a while ago - that they should go back to the future with Hulu, back to a JV with as many of the other legacy networks as they can cobble together and create a real monster in terms of content. Throw all of the current also-rans - Peacock, Paramount+, HBO Max together with Hulu. Have next day airing of network shows, create a few streaming only prestige shows/movies, all for one low monthly cost. How is that not a real competitor to Netflix in terms of content? Iger will have to get creative on a JV format that won't be dysfunctional like the last one, but, if anyone can do a big deal, it is him.

There has to be consolidation in the near term, not all of them can survive independently. And it's impossible for the average consumer (me) to keep track of what new season of a show they watch is coming out on what streamer, when. Half the time we stumble across a new season - oh look there's a new season of xyz, oh wow, it came out a year ago...beginning to miss the days of fall season premiers and summers filled with those red Netflix envelopes in the mail.
Too many choices? The product has become a "commodity" and therefore has lost pricing power. My interpretation of business 101, anyway.
 
This will affect DIS wage scales at WDW

https://***********************.com/2023/02/breaking-universal-orlando-resort-starting-wage-moving-to-17-per-hour-providing-raises-to-existing-team-members/

BREAKING: Universal Orlando Resort Starting Wage Moving to $17 Per Hour, Providing Raises to Existing Team Members
February 14, 2023 by Tom Corless

Universal Orlando Resort has just announced to Team Members that they are raising starting wages to $17 per hour effective June 4, 2023. In addition, many Team Members will receive an increase based on the new rates and their time with the company.

Here is the full letter with those details and more that was just provided to Team Members:
Dear Team Members,

We have so much to look forward to in 2023 as we celebrate the exciting Mardi Gras season and gear up for the summer opening of our new Minion Land at Universal Studios Florida. You all are the spark that brings our brand and stories to life, and I could not be prouder to work alongside you. I always walk away from my time visiting with you feeling energized and inspired to continue to build upon our strong Team Member first culture.

We deeply believe in our mission to provide an inclusive environment where our Team Members are proud to work and we remain committed to that focus. Therefore, we continually evaluate our compensation, perks, and benefits programs and why we are committed to engaging with and listening to you. We truly believe TSAT is more than just a survey; it is your voice that helps us build a better Universal experience.

Wage increases and more benefits

To that end, effective June 4, 2023, we are not only increasing our starting base rate to $17 per hour, but we are increasing many of our starting rates across the business. In addition, many Team Members will receive an increase based on the new rates and their time with the company. More details about how this individually impacts Team Members will be shared in the coming weeks.

Wages are just one part of Team Member satisfaction and because of your direct feedback, we have also elevated our 401K match and tuition reimbursement programs, added compassion leave, doubled our parental leave, enhanced family planning benefits, launched the new applause recognition program, and changed Team Member comp ticket availability from block-out calendar to capacity managed based on park attendance.

Enhancing our work environment

We are also focused on elevating the work environment and have begun upgrading break areas, back of house restrooms, and have exciting plans for Team Member dining that we will share shortly. But it doesn’t stop there, our culture seeks to create a path forward that supports our Team Members, gives them an opportunity to grow and fosters a real sense of purpose and belonging.

In just a few weeks, I will be bringing leaders together to kick off the year and talk about our priorities – one of which involves making every day EPIC in preparation for the opening of Epic Universe. I am excited to share this with you and I want to again thank you for everything you do to help us successfully deliver extraordinary Guest experiences.
I am excited about our bright future!

Karen Irwin
President & COO
Universal Orlando Resort
I think WDW will need to match now. Will be a good compromise, I think, with demands from the Union to reach $18 per hour (up from ~$15.5)
 

This seems pertinent to what's going on at D+

https://www.ign.com/articles/marvel-president-kevin-feige-disney-plus

Marvel President Kevin Feige Admits There's a Glut of MCU Shows on Disney Plus
"It is harder to hit the zeitgeist when there's so much product out there."
By Kat Bailey
Posted: Feb 14, 2023 3:36 pm

Television has become a major MCU pillar over the past couple years, with eight shows debuting to date. But with fans increasingly overwhelmed by the sheer volume of content, Marvel president Kevin Feige is ready to rethink the release cadence on Disney+.

"I do think one of the powerful aspects of being at Marvel Studios is having these films and shows hit the zeitgeist," Feige says in a new interview with Entertainment Weekly.

"It is harder to hit the zeitgeist when there's so much product out there — and so much 'content,' as they say, which is a word that I hate. [Laughs] But we want Marvel Studios and the MCU projects to really stand out and stand above. So, people will see that as we get further into Phase 5 and 6. The pace at which we're putting out the Disney+ shows will change so they can each get a chance to shine."

Asked whether that meant Marvel would do more to space shows out or put out fewer shows per year, Feige responded, "Both, I think."

Who Will Be the New Avengers in the MCU?

Marvel released three major shows in 2022, including Moon Knight, Ms. Marvel, and She-Hulk: Attoney at Law, as well as a pair of seasonal specials. All of the shows were generally well-received, but none of them matched the reception afforded by WandaVision and Loki.

The advent of 2023 will see the return of What If...? and Loki along with the debut of Echo and Ironheart. The most notable of these shows is apt to be Secret Invasion, which will see Samuel L. Jackson reprise his role as Nick Fury as one of the MCU's major new story arcs gets fully underway.

Looking ahead to Phase 5

The sprawling interview with Feige hit on another of topics as well, with Feige talking about Spider-Man 4, why the Fantastic Four will be a "big pillar" for the MCU, and more. Elsewhere, Ant-Man and the Wasp: Quantumania has Phase 5 off to a rocky start with mixed reviews calling it "high on spectacle but low on substance."

"Even so, Quantumania works as a culmination of the Ant-Man series, a way to start things in motion for Phase 5, and a promising roadmap of where the Multiverse Saga is going," reviewer Joshua Yehl wrote for IGN.

Ant-Man and the Wasp: Quantumania releases February 17. Check out our complete MCU timeline right here.
 
Too many choices? The product has become a "commodity" and therefore has lost pricing power. My interpretation of business 101, anyway.
Not sure it fits my definition of a "commodity", in my mind a commodity is almost exactly the same product offered by many different sellers/manufacturers, like corn - an ear of corn is the same at every grocery store and near the same price. TV's have become commodities - all similar features in a similar price range no matter whose name is on it.

But streamers, by their nature, offer different things within their "tile" so, while they all offer "at home on-demand entertainment", there is major differentiation in what specific entertainment is offered. If you want to watch Seinfeld, you have to go to streamer x only, if you want to watch the Simpsons, you must go to D+, so I just don't see it as a commodity (which offers the same thing at the same price from different sellers).

The streaming industry went thru its gold rush period (eyeballs were all that mattered), then, when people suddenly remember these are supposed to be for profit endevers, they move to a focus on cost and profit, and next, as some fail at that, we will have closures and consolidations and be left with a few big winners. For those of us who lived thru the dot.com boom/bust, this should look very familiar.
 
https://www.hollywoodreporter.com/b...ana-walden-alan-bergman-hulu-espn-1235325908/

Disney’s New Balance of Power Raises Succession, Spinoff Questions​


Bob Iger’s latest reorg could elevate Dana Walden or Alan Bergman as potential successors (or even co-CEOs), while some analysts think the possible sale talk on ESPN financially doesn’t make sense.
By Caitlin Huston, Lacey Rose, Pamela McClintock
February 15, 2023 6:55am PST

In his first earnings report back as Disney CEO, Bob Iger unveiled a structure that places power back in the hands of the creatives but also raises questions about succession and the fate of two key company assets. Under Iger’s Feb. 8 plan, the empire is divided up three ways: Disney Entertainment, including the company’s streaming business, and all its non-ESPN media and content offerings under the leadership of Alan Bergman and Dana Walden; ESPN, led by Jimmy Pitaro; and Disney Parks, Experiences and Products, with Josh D’Amaro still in charge.

All of this, as well as a plan to cut costs to the tune of $5.5 billion, is in pursuit of achieving streaming profitability by fiscal year 2024, Iger emphasized. “There’s a lot to accomplish. But let me be clear, this is my number one priority,” he told investors on the Feb. 8 earnings call. “We are focused on the success of our streaming business and the return it generates for our shareholders long into the future.”

Of course, in segmenting out the company in this way, the new plan can’t help but point to possibilities for succession, one of Iger’s other main tasks as returning CEO. His current contract ends Dec. 31, 2024, assuming he doesn’t extend it … again. It also thrusts ESPN and Hulu back into the spotlight, as speculation rises about the possibility of selling off the brands.

On the succession front, the latest restructuring bodes well for Walden, who is among the internal favorites to take over from Iger. The two are already tight and remained so during Iger’s time away; in fact, the pair regularly took walks together near their Westside L.A. homes. Now back at the helm, his latest move gives Walden an even bigger footprint, with control of Disney’s global steaming operation (alongside Bergman) in addition to its linear plays, save for ESPN.

Included in that is considerably more executive function, giving her both operational and financial control, which she didn’t previously have in Bob Chapek’s now-dismantled Disney Media and Entertainment Distribution structure. This could help dull one of the knocks against Walden in the succession race, which has been that she lacks the business-side experience to be the CEO of a major public company. Rightly or wrongly, Walden has historically been perceived as a creative maestro who was then paired with a business executive; for many years, that suit was Gary Newman.

The other knock has been that Walden doesn’t have real film experience, having come up through the television side (notably, as Iger did). And while the new structure keeps Bergman firmly in control of Disney’s film business, Walden should at least have visibility into the operation by virtue of their co-chair titles (ditto for Bergman into TV). To be sure, filmmakers should not expect her to be weighing in on such things as what movies are made, just as Bergman won’t be telling Walden what TV series to order, but they will both be keyed in on all top decisions given that the film and TV operations now operate as one.

For Bergman, another possible successor, the restructuring is widely seen as a major vote of confidence by Iger. Unlike Walden, Bergman has kept a lower profile during his nearly 30-year Disney tenure. He’s long been seen as the suit internally, though some inside suggest that sells the studio chief short. “He’s been a silent killer his entire career,” says a source who’s had numerous dealings with Bergman. Now, he comes to the new setup from a source of power: As chair of Disney Studios Content, which includes Marvel Studios (where Kevin Feige is an ally), Bergman heads the multiple movie divisions that fuel Disney’s content engine.

To that end, the marriage of Walden and Bergman seems logical and even formidable — in fact, as industry sources have noted in recent days, it could have legs beyond the current structure, maybe even as co-CEOs one day. “This definitely solidifies their power,” says a rival executive. Nearer term, however, the two are seen as key to accomplishing Disney’s streaming profitability target. “I think having executives who are more than capable, they’re extremely successful, decide what content to make and where to put it and how to monetize it probably will not only be smoother, but hopefully drive profitability,” Bank of America analyst Jessica Reif Ehrlich says.

The restructuring also gives Iger alternatives and flexibility in achieving that profitability goal. One possibility, which appears to be increasingly in play, is the sale of Hulu. Disney retains a 66 percent stake in the streamer, while Comcast owns the rest. Starting in January 2024, Comcast can use its put option to require Disney to buy its stake, or Disney can use its buy option to tell Comcast to sell its stake. Chapek had expressed an interest in buying out Comcast during his tenure (and Comcast had also expressed an interest in ownership), but now Iger appears less sure, going on CNBC on Feb. 9 to say that “everything is on the table right” in terms of Hulu’s fate.

In fact, Disney is said to have hired Goldman Sachs to explore different paths, even as some analysts are skeptical of Iger’s maneuvering. “While Iger has expressed in recent interviews that Hulu is less of a priority, we think this is posturing,” J.P. Morgan analysts wrote in a Feb. 10 note, mentioning that it’s more likely that Disney buys Comcast’s stake for around $9 billion.

Nevertheless, selling Hulu, rather than having to write a multibillion-dollar check, could bring an influx of cash as Disney tries to stem its streaming losses and clarify its streaming strategy. As analyst Rich Greenfield’s Lightshed Partners noted Feb. 7, even though there has been some notable programming on Hulu, including The Bear and Fleishman Is in Trouble, these shows still have not charted within Nielsen’s most watched streaming shows. “It is hard to see why Hulu is a must-have asset regardless of whether or not Disney chooses to continue investing in adult-focused programming for Disney+ or pivot solely to kids/family programming,” the analysts wrote.

It’s also hard to see who else is in the market to buy Hulu, given the high price tag. And, depending on the buyer, it’s unclear what content would remain on the platform. Hulu’s current programming is made up of licensed Disney content, which includes FX as well as programming from Fox, which renewed its deal in January. (Comcast’s NBCUniversal recently took its content off the platform.) In the interim, producers and reps say Hulu’s hot-potato status won’t impact sellers from taking pitches there. After all, as one former network exec notes, “Every buyer is a hot potato.”

Siphoning off ESPN into its own sector also gave rise to questions about selling that segment, even if live sports still reliably draws an audience (and advertisers), with the profits ultimately going to support Disney’s streaming efforts. And, as Iger acknowledged, the goal is to transition more of ESPN to streaming eventually, where its live sports content will likely be a draw for streaming subscribers. Additionally, as Ehrlich notes, selling ESPN at this time, given the pressure on the linear business, could mean that Disney would have to sell at a much lower price than what the cable network may even be worth. The Bank of America analyst adds, “It just, financially, doesn’t really make sense.”

6rep_disney_chart_w-2023.jpg
 
https://www.latimes.com/entertainme...-layoffs-say-about-the-state-of-entertainment

It’s not just Disney: Hollywood slashes jobs as streaming bubble pops​

By Brian Contreras, Anousha Sakoui
Feb. 15, 2023 5 AM PST

Walt Disney Co. Chief Executive Bob Iger said last week that the Burbank company will be slashing 7,000 jobs as the firm’s streaming efforts continue to lose money and the wider economy wallows through a downturn.
But the House of Mouse isn’t alone in tightening its belt. Across the media and entertainment industry, companies are shedding staff, winnowing budgets and looking to shore up cash on hand as they steer out of the pandemic and into an uncertain future.

Warner Bros. Discovery cut hundreds of jobs over the last year, including at CNN; Netflix followed a similar tack. Now United Talent Agency, NBCUniversal and Paramount Global are laying off employees too, as are tech companies — a sector that’s increasingly entangled with media and entertainment interests. Meanwhile, Regal Cinemas is shuttering theaters across the country.

“It sure is one of the largest sets of cuts,” said Steve Ross, a USC history professor who has written books about labor and class in Hollywood. “And I think we’re going to see more cuts.”

The recent downturn is the most severe since the COVID-19 pandemic shut down huge swaths of the entertainment industry in 2020, including movie theaters and film and TV shoots. Layoffs swept through studios, networks, theme parks and talent agencies. Disney furloughed around 100,000 workers, including park and cruise line employees, though the vast majority eventually were brought back.

Hollywood has seen troubled times before. The Great Recession of the late aughts, for example, resulted in job cuts at Viacom, Warner Bros., Lionsgate, NBCUniversal, CBS and Disney, pile-driving an industry that was already suffering the aftereffects of a prolonged Hollywood writers strike.

As with previous slowdowns, the latest layoffs represent a blow to the economy of California — especially Los Angeles County — where film and television production is a huge engine of activity.

In 2021, entertainment directly accounted for more than 1.1 million jobs in the state, including 367,000 jobs in Los Angeles County, according to a 2023 Otis College report on the creative economy. What’s more, cuts within the entertainment industry likely will trickle down to other parts of the economy. Including indirect effects, the entertainment sector supports about 4 million California jobs, according to the Otis report.

“Consider all the money ... they can’t spend [at] local stores, local merchants,” Ross said. “It has a huge impact.”

The factors driving this layoff cycle include investor pressure and the drying up of traditional TV revenue thanks to cord-cutters and frugal advertisers. But the key to understanding the entertainment industry’s newfound focus on austerity, experts say, is the streaming revolution and its failure to live up to the hopes of both executives and Wall Street.

Legacy media companies spent billions of dollars making and marketing content for streaming services in order to compete with Netflix, cannibalizing established and profitable businesses such as pay TV channels. Investors rewarded that aggressive growth strategy despite massive losses from streaming — but now they’re demanding actual profits.
The retrenchment in Hollywood mirrors some of the cost-cutting that has hit tech giants (such as Meta and Amazon) as well as news media enterprises (including NewsCorp, Vox Media and the Washington Post).

Disney is emblematic of that reckoning. For a while, the entertainment giant was eager to throw seemingly unlimited sums of money at Disney+, its marquee streaming service, filling the platform with everything from classic animated princess movies to trendy series such as Lucasfilm’s “The Mandalorian” and Marvel’s “WandaVision” — all for only $6.99 a month.

“Disney+ was generating a lot of activity,” said Kevin Klowden, chief global strategist at the Milken Institute, a think tank based in Santa Monica. “But one of the real issues with all the streaming companies is that they were constantly operating on the old tech bubble growth model: As long as you’re growing, nobody cares what the real numbers are.”
Now those chickens have come home to roost. Disney’s streaming efforts, which include Hulu and ESPN+, are losing money — $1.1 billion during the most recent quarter — and investors have become more eager to see returns. Disney has promised investors that Disney+ will be profitable by the end of fiscal 2024. Cue last week’s layoff announcement: some of the most severe in the company’s history and part of a broader effort to rustle up $5.5 billion in savings, including $3 billion in content costs.

“While this is necessary to address the challenges we’re facing today, I do not make this decision lightly,” Iger said in a call with analysts on Feb. 8. Disney declined to comment for this story.

The pain for the broader entertainment workforce probably won’t abate anytime soon. Dan Ives, a tech analyst and managing director at Wedbush Securities, estimates that the industry will ultimately cut costs and jobs by 7% to 10%.
“It’s a content arms race, but now there’s a focus on costs and it starts at the top — so when Disney and Netflix are curtailing spending, that sends a ripple effect across the industry,” Ives said.

Other measures aimed at boosting profits (or reducing losses) could result in consumers paying more for less. Netflix, for example, is trying to crack down on password sharing. Last week, the Los Gatos, Calif.-based streaming giant announced the rollout in Canada, New Zealand, Portugal and Spain of new policies aimed at restricting how many people can use a given account. Such policies had already been tested in parts of Latin America and may soon find their way to the United States. The company also recently launched an ad-supported streaming option at a lower price.

Meanwhile, in a bid to reduce its profit-sharing obligations, Warner Bros. Discovery has removed dozens of series and movies from its streaming service HBO Max.

The economic troubles and job losses will add another layer of complications to upcoming Hollywood labor negotiations. Unions, including the Writers Guild of America, are expected to push hard against the studios for greater financial participation in streaming shows. Layoffs may add to the urgency of the unions’ demands. However, the souring jobs outlook could give studios leverage.

It’s not just entertainment firms that are hunkering down. Cuts also are happening across the tech industry — a space that, as streaming grows more popular and social media continues to hold the attention of younger viewers, overlaps more and more with the entertainment world.

Amazon, Microsoft, Google, Meta, Pinterest, Twitter and Snap have all laid off staff in recent months, as have smaller tech firms. Some of tech’s struggles have been prompted by factors that mimic what’s happening in media. A slowdown in the advertising industry has affected social networks, including Meta’s Facebook and Instagram platforms, but also old-school media such as Disney, said Dave Heger, a senior analyst for equity research at the financial services firm Edward Jones.

“Investors are focused on streaming businesses becoming profitable,” Heger said, and “with the ad spending environment looking weaker, there’s also some focus [on] making sure that they’re not overspending.”

Much of Hollywood still sees streaming as the industry’s future — but if the current wave of cuts is any indication, that utopia remains a long way off.

Brian Contreras is a technology reporter with the Los Angeles Times. He covers platforms, e-commerce and the influencer economy.

Anousha Sakoui is an entertainment industry writer for the Los Angeles Times, covering topics such as labor and litigation in Hollywood. She has been a journalist for over 20 years, having joined the Times in 2019 and reported for the Financial Times, Wall Street Journal and Dow Jones Newswires, and Bloomberg News and Businessweek Magazine.
 
https://finance.yahoo.com/video/succession-battles-continue-huge-issue-220511184.html

Succession battles continue to be ‘a huge issue’ in legacy media, author explains​

Wed, February 15, 2023 at 4:05 PM CST

James Stewart, author of “Unscripted: The Epic Battle for a Media Empire and the Redstone Family Legacy” joins Yahoo Finance Live to talk about succession battles at the largest legacy media companies.

Video Transcript​

DAVE BRIGGS: It's an incredible read pivoting to today's media landscape. Is there any common thread between this story and Rupert Murdoch and the succession there and News Corp and the merger, which has now been called off?

JAMES STEWART: Well, this book has been compared to the TV series "Succession." And having been watching it and I love it, it is clearly an amalgam of material taken from the Murdoch family, some taken from Sumner Redstone. But for some reason, in these big media companies, in particularly, succession is a huge issue. I mean, it's cropped up at Disney just recently. Look, they got rid of the chief executive. They had to bring Iger back.

The Murdoch family is struggling to figure out how to do that. The unbelievable battle that went on here at Paramount Global, there does seem to be something about the spotlight that is on these media companies. And maybe it's just the sheer-- the glamor, the power, the fun, whatever people think it is. Nobody wants to give these up once they're in the leadership positions.

On the other hand, if you think running one of these companies is going to make you happy or making the billions that Sumner Redstone did, this is a case study in how immense wealth does not bring happiness or peace of mind.

DAVE BRIGGS: Yeah, no, thanks.

JAMES STEWART: No.

ALLIE CANAL: Yeah, and you mentioned Disney and Bob Iger what do you think will be key in that succession plan in order for it to not go horribly wrong like the last time?

JAMES STEWART: Well, he said he's leaving in two years.

ALLIE CANAL: Allegedly.

JAMES STEWART: Allegedly.

ALLIE CANAL: We'll see.

JAMES STEWART: And I have to say that I don't know that there are many people that take that strictly at face value because it's two years isn't very long. And that's a massive company. If he hadn't groomed a successor before, it may take longer than two years. There are some talented people working there, but no obvious candidate to step in as soon as two years. And

I mean, I tip my hat to Iger. He's a master of communication. Wall Street loves him. Already, the stock has gone up quite a bit. He managed to stand down the latest proxy challenge from Nelson Peltz. So it'll be really interesting to see what he can do there. But again, Disney, Paramount Global, even Netflix and Amazon, they're all facing the same fundamental issues, which is streaming so far has not proven to be a profitable business, except for the people making the streaming content.

DAVE BRIGGS: Yeah, that's a difficult road. So he says he's going to-- Iger-- stay two years. Elon Musk now says he's going to stay at least through the end of this year at Twitter. He sat with Rupert Murdoch at the Super Bowl, if there's a common thread there. How do you think that story plays itself out at Twitter? Does anyone want to work for Elon?

JAMES STEWART: Well, I will say this for Elon at Twitter. At least it has calmed down after the unbelievable chaos that was running rampant there. I just-- look, I'm not going to count the Musk out. The previous formula was not really working there. And although he's taken some really drastic measures, chopping the personnel, he is getting the costs down. The advertisers have fled, but will they come back? I wouldn't want to bet against him.

DAVE BRIGGS: And you hear that a lot. He's done pretty well with Tesla and with SpaceX and most other things he's touched. Allie Canal, thank you. James Stewart. The book is "Unscripted." Check it out, some incredible storytelling. Great to see you, sir. Thank you.

JAMES STEWART: Thank you.
 
That and an idea I think I posted here a while back - co-CEO's - one sits in Hollywood and runs the movie, TV, streaming end of the business and one sits in Orlando to run worldwide parks.

So with the recent succession articles @wabbott has posted, I was reminded of my co-CEO idea. I don't think that would work under the new 3 division structure but they have kind of created co-co-co-co-CEO's under the new structure. And maybe/hopefully the new structure changes the kind of CEO needed - instead of one who has to be involved in the day to day of directing all the divisions, as Bob has done for many years, you can have a more high level focused CEO and maybe that will lead to a more successful succession this time. One can hope, because Bob's experation date is coming quick.
 
https://www.bbc.com/news/business-64632514

Is Disney's magic spell wearing off?​

By Natalie Sherman
Business reporter, New York
2/15/23

Accountant Kit Parfitt has no illusions about the variable quality of some of Disney's recent Marvel Studios' releases.

The She-Hulk and Moon Knight mini-series were weak, he says. The Thor: Love and Thunder film even worse. "Not re-watchable."

But the 27-year-old, a self-described "massive" Disney fan who lives near Brighton, says those disappointments won't keep him from cinemas this month, when the franchise's latest - Ant-Man and the Wasp - debuts.

"When it comes to Marvel, Star Wars, I'll watch anything," he says.

That's the kind of commitment that Disney is banking on as it tries to forge a profitable path in a world of falling cinema sales, pay TV cancellations and money-losing online streaming.

Boss Bob Iger, who was reinstalled in November after the abrupt ousting of chief executive Bob Chapek, told investors this month that the company would be doubling down on its big brands like Marvel and Frozen, time-tested profit-makers, while slashing spending on more risky "general entertainment" fare.

There's a new Little Mermaid, another Indiana Jones and a third Guardians of the Galaxy on deck this year.
Toy Story 5, Frozen III and a second Zootopia, known as Zootropolis in the UK, will come after that.

The moves are a gamble that the strategy that Mr Iger oversaw during his first run as chief executive from 2005 through 2020, when he acquired Marvel, Pixar and Lucasfilm and the firm's share price increased more than sixfold, will continue to work its magic.

He even said the company would step back from its streaming push a bit, looking more to cinemas and traditional television to distribute material than it has in recent years, when it sent content to its Disney+ streaming service in a push to win subscribers.

Will the traditional playbook be enough?

Toy Story 4 reunited much of the original cast of the first movie, along with some new additions such as Forky
Jessica Reif Ehrlich, an analyst at Bank of America, says the resonance of Disney's brands give it a leg up on its competitors, but investors have yet to be convinced.

Disney's share price has nearly halved since March 2021, and did not move much after Mr Iger outlined his plans.
"Everyone knows there are a tonne of challenges," she says. "There's a lot of heavy lifting ahead."

Fan fatigue?​

Cinema ticket sales remain roughly a third lower than they were in 2019, before the pandemic closed theatres around the world.

And the rise of streaming has fractured audiences, making it difficult to generate the kind of buzz that propels people to pay for entertainment.

Oxfordshire mum-of-two Jackie Allen says she opted against a Disney+ subscription for her two children, unconvinced the offering justified adding another expense. The company's upcoming slate does not excite her much either.
"It looks like they're rehashing something just to make money rather than whether it should be made," she says.

Even committed fans like Kit will confess to some fatigue.

Kit Parfitt and his wife Andrea were browsing Disney's store on a recent holiday in New York, hoping to use up a $40 voucher leftover from their honeymoon at Disneyworld last year

Speaking to me among the mix of tourists and locals browsing Disney's cavernous store in Manhattan's Times Square, he says Disney's recent action films such as Avatar can reliably lure him to the cinema.

But wife Andrea, who walked down the aisle to a song from Disney/Pixar 2009 film Up, worries the lengthy backstories that come from developing a franchise like Marvel can be off-putting to new audiences.

And both say they feel little urgency to see something like a Toy Story 5.

Not only are the couple more inclined to stay at home with the cost-of-living rising, but they are generally growing tired of the tale after four films and a spin-off.

"Milking something to number five is a bit much," Kit says.

The charge that Disney relies too heavily on recycling and reworking classics is nothing new.
After all, the firm is gearing up for the ninth version of Snow White and the Seven Dwarfs since the first one debuted in 1937.

But in recent years the strategy, which has fuelled decades of success, has become entangled in America's increasingly bitter culture wars, with some updates driving accusations from conservatives that the firm is becoming too "woke".

Last year's release of Lightyear, a spin-off of Toy Story, for example, was clouded by controversy over a same-sex kiss, which the company restored after employees accused the firm of censoring gay affection.

Banned completely in some markets, the film's same-sex plotline also drew criticism from right-wing politicians such as US Senator Ted Cruz.

Despite the risks of alienating some fans, the profit-making potential of a franchise strategy has been proven, says Janet Wasko, professor of media studies at University of Oregon and the author of Disney Inc.

"It is in some ways risky, but building on already existing fans and consumers and expanding what possibilities they have to consume - if it's successful, it really can be incredibly profitable," she says. "I can't imagine they will stop."

Disney fan Amanda Welch, 29, a subscriber to the firm's streaming platform who has been to Disney World more than 10 times, says the company's strategy of going back to its big-hitting brands has done little to dim her love of Disney.

She and fiance Brandon Dumont, 31, have cancelled the service a few times to help manage their expenses. But they keep coming back. Sometimes they turn on Disney+ simply to soothe them to sleep.
"There's not really any Disney movie I'm sick of," Brandon says. "I could watch them over and over."
 
https://www.hollywoodreporter.com/m...tar-wars-tv-shows-movies-slowdown-1235326681/

How Much Is Too Much Marvel and ‘Star Wars’? Disney Rethinks Franchise Output​

As Disney chief Bob Iger pledges to be "better at curating" releases, fiscal discipline may impact an expansive Disney+ originals slate.
By Aaron Couch, Borys Kit
February 16, 2023 6:55am PST

Call it a franchise recession.

After years of Marvel and Star Wars movies and shows inundating screens big and small, Disney is putting the brakes on the output of some of its biggest franchises and brands following Bob Iger’s Feb. 8 comments that the company needs to be “better at curating” franchise content that’s “extraordinarily expensive.” Added Iger: “We want the quality on the screen, but we have to look at what they cost us.”

The directive to rein in costs and output arrives as Disney prepares to release Marvel’s Ant-Man and the Wasp: Quantumania on Feb. 17 and as The Mandalorian season three awaits its March 1 Disney+ debut. Marvel is Disney’s most important supplier of product, the subsidiary with the highest output — and under Iger’s directive, it could feel cuts the soonest. “There is going to be a level of rigor on Marvel and across the entire company,” one company insider says. “Numbers matter now, and costs are going to be outlined and enforced.”

In what feels like a different timeline ago, at July’s San Diego Comic-Con, Marvel chief Kevin Feige put the pedal to the metal when he outlined five Disney+ shows for 2023What If …? season two, Echo, Loki season two, Ironheart and Agatha: Coven of Chaos. Now, sources tell The Hollywood Reporter that Loki season two and the Samuel L. Jackson-led Secret Invasion are the only sure bets to debut this year. Even projects that wrapped months ago, such as the Hawkeye spinoff Echo and Wakanda Forever spinoff Ironheart, are unlikely to arrive in 2023 as the studio spreads out its content and tinkers in postproduction. And shows in development, such as Nova, are now on a slower path.

As a point of comparison, during its Phase 4, Marvel Studios released a breakneck 18 projects across theatrical and streaming: four films and five TV shows in 2021; three films and three TV shows in 2022; plus a few specials. (The studio released just 11 projects from Phase 3, which ran from 2016 to 2019.)

Marvel Studios head Kevin Feige echoed the new direction. “The pace at which we’re putting out the Disney+ shows will change,” Feige told Entertainment Weekly in an interview published this week, noting that there will be fewer shows and that they will more spaced out.

Star Wars is facing the opposite challenge. After being absent from the big screen since 2019 and having had false starts with Patty Jenkins’ Rogue Squadron, which may never materialize, Disney has ramped up its efforts to return the franchise to theaters. Damon Lindelof led a writers room in July to hash out a story for a feature, and Taika Waititi is still developing his own take on the franchise. Disney is expected to unveil film plans at Star Wars Celebration, set for April in London. On top of season three of Mandalorian, shows expected to hit the streaming service this year include Ahsoka, starring Rosario Dawson, and the Jon Watts-produced Skeleton Crew. “Lucasfilm may ramp up, but it will have to abide by the same fiscal discipline as the rest of the company,” says the insider.

Observers are calling it a “massive correction” from only a few years ago, when the entertainment industry was hell-bent on giving consumers endless amounts to watch, and spending endlessly in doing so. “You can have 10 mediocre shows or you can have five great shows,” says one agency partner whose clients work on the franchise plays. “People will still stay on Disney+.”

On the animation front, 2022 was a tough one for Disney, which saw Pixar’s Lightyear underperform and Disney Animation’s Strange World outright bomb. Iger announced three new sequels to $1 billion brands — Toy Story, Frozen and Zootopia — and Disney insiders have acknowledged recent box office woes were exacerbated by confusion in the marketplace from families who were trained during the pandemic just to wait for animated features to end up on Disney+. There is talk of longer theatrical windows for Elemental (June 16) and Disney Animation’s Wish (Nov. 22) in hopes of luring families back to theaters.

The pullback on Disney+ is coming amid an industrywide shift in rethinking the best way to achieve profitability in streaming. Adds one producer working on multiple projects around town, “Every studio and streamer is being forced to behave fiscally responsibly.”
 
Just got my ballot. Is there anyone on here I should be voting against returning to the board?

Election of Director: Mary T. Barra

Election of Director: Safra A. Catz

Election of Director: Amy L. Chang

Election of Director: Francis A. deSouza

Election of Director: Carolyn N. Everson

Election of Director: Michael B.G. Froman

Election of Director: Robert A. Iger

Election of Director: Maria Elena Lagomasino

Election of Director: Calvin R. McDonald

Election of Director: Mark G. Parker

Election of Director: Derica W. Rice

Ratification of the appointment of PricewaterhouseCoopers LLP as the Company's independent registered public accountants for fiscal 2023.

Consideration of an advisory vote to approve executive compensation.

Consideration of an advisory vote on the frequency of advisory votes on executive compensation.
Board Recommendation:1 Year
4.
Consideration of an advisory vote on the frequency of advisory votes on executive compensation.
Board Recommendation:1 Year



Shareholder proposal, if properly presented at the meeting, requesting a report on operations related to China.
Board Recommendation:Against


Shareholder proposal, if properly presented at the meeting, requesting charitable contributions disclosure.
Board Recommendation:Against


Shareholder proposal, if properly presented at the meeting, requesting a political expenditures report.
Board Recommendation:Against
 
Just got my ballot. Is there anyone on here I should be voting against returning to the board?

Election of Director: Mary T. Barra

Election of Director: Safra A. Catz

Election of Director: Amy L. Chang

Election of Director: Francis A. deSouza

Election of Director: Carolyn N. Everson

Election of Director: Michael B.G. Froman

Election of Director: Robert A. Iger

Election of Director: Maria Elena Lagomasino

Election of Director: Calvin R. McDonald

Election of Director: Mark G. Parker

Election of Director: Derica W. Rice

Ratification of the appointment of PricewaterhouseCoopers LLP as the Company's independent registered public accountants for fiscal 2023.

Consideration of an advisory vote to approve executive compensation.

Consideration of an advisory vote on the frequency of advisory votes on executive compensation.
Board Recommendation:1 Year
4.
Consideration of an advisory vote on the frequency of advisory votes on executive compensation.
Board Recommendation:1 Year



Shareholder proposal, if properly presented at the meeting, requesting a report on operations related to China.
Board Recommendation:Against


Shareholder proposal, if properly presented at the meeting, requesting charitable contributions disclosure.
Board Recommendation:Against


Shareholder proposal, if properly presented at the meeting, requesting a political expenditures report.
Board Recommendation:Against
I'm voting to withhold on all of them except maybe Iger.
 
I plan on only voting for directors who were not there in early 2022, when they renewed Bob 2.0 only to fire him a few months later with a big fat going away check.

Can anyone confirm this is an accurate list of early 2022 directors-
https://www.micechat.com/316455-bob...urprise/disney-board-of-directors-march-2022/
Here's the 2021 annual report and proxy statement that lists all directors and officers of DIS as of 3/9/22

https://thewaltdisneycompany.com/app/uploads/2022/01/2021-Annual-Report.pdf

https://thewaltdisneycompany.com/app/uploads/2022/01/2022-Proxy-Statement.pdf
 
https://deadline.com/2023/02/ant-ma...a-global-international-box-office-1235261913/

‘Ant-Man And The Wasp: Quantumania’ Buzzes To $41M+ Global Through First Two Days
By Nancy Tartaglione
International Box Office Editor/Senior Contributor
February 17, 2023 8:45am PST

Refresh for latest…: Disney/Marvel’s Ant-Man and The Wasp: Quantumania buzzed into 43 overseas markets across Wednesday and Thursday, grossing an estimated $23.8M through yesterday. With domestic’s strong $17.5M previews, that lifts the global cume to a running $41.3M.

The first two days at the international box office put the threequel 68% ahead of the original Ant-Man and 1% above 2018’s Ant-Man and The Wasp, both of which had the benefit of summer school holiday playtime, on a like-for-like basis.

The estimated overseas gross of $23.8M through Thursday does not include any China numbers. The movie started in midnights there on Thursday, and through Friday is at about $6.3M with an opening day at No. 1. The Peyton Reed-directed pic has an 8.8 on Maoyan, on par with the previous films.

Also not included in the two-day offshore total above, Korea on Friday added $980K in first position, for a three-day cume of $3.16M.

Strictly speaking through Thursday, the Top 5 markets on the Paul Rudd-starrer are Mexico ($2.4M), Korea ($2.2M), France ($1.8M), Indonesia ($1.5M) and Australia ($1.5M).

In Latin America, Quantumania opened No. 1 in all markets on Thursday with a 75% market share across the region. Mexico’s launch day came in 10% below Ant-Man and The Wasp while Brazil ($1.3M) was 1% above that movie.

In Europe, the critters were No. 1 everywhere save Denmark. France‘s opening on Wednesday came in 16% ahead of Ant-Man and the Wasp and 128% ahead of Ant-Man. Germany was 47% ahead of Ant-Man and the Wasp and 126% ahead of Ant-Man. Italy likewise was above the previous pics.

Quantumania landed 13% below Ant-Man and the Wasp and 6% ahead of Ant-Man in its Thursday Australia bow while Korea’s opening Wednesday was 47% under Ant-Man and the Wasp, and 26% over Ant-Man.

Along with China, today adds Spain, Japan, the UK and India as well as Poland, South Africa and Vietnam.
 












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