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I'm not sure I understand the difference in this offering. Is this basically just live-streaming the linear channels?
Yes, this will be a full streaming service with the linear channels included. ESPN+ doesn’t include the linear channels
 

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Okay, so it's either "ESPN+" alone or "ESPN" that includes both linear and plus? I think they are making this confusing. Not that I care, I rarely even watch sports.
ESPN Unlimited Plan = All Linear channels that ESPN offers as well everything currently on ESPN+

ESPN Select Plan = ESPN+
 
So, there is no "ESPN+" standalone plan at all? Confusing indeed.
The ESPN Select plan is the new naming convention for ESPN+.

That’s literally the only change, ESPN+ still has a standalone offering as laid out in the press release shared previously, it’s just going by a different name.

ESPN+ has become the ESPN Select Plan and is $11.99 as a standalone service
 
The ESPN Select plan is the new naming convention for ESPN+.

That’s literally the only change, ESPN+ still has a standalone offering as laid out in the press release shared previously, it’s just going by a different name.

ESPN+ has become the ESPN Select Plan and is $11.99 as a standalone service

Okay, so, confusing. Got it. Good luck to them on that. 🙂
 
https://finance.yahoo.com/news/disney-parks-boss-josh-damaro-191124842.html

LA Times

Disney parks boss Josh D'Amaro touts Mouse House bona fides as succession chatter rages

by Meg James
Wed, May 14, 2025 at 9:11 PM GMT

Disney Experiences Chairman Josh D'Amaro brought his mouse ears to Wall Street Wednesday, in what is seen as part of a high-profile tryout to determine which of the Burbank entertainment giant's executives has the mettle and finesse to succeed Chief Executive Bob Iger.

Speaking before investors at the MoffettNathanson Media, Internet & Communications Conference, the 54-year-old theme parks chief touted the power and promise of his division, which includes resorts, cruise lines and video games.

He leaned into the company's rigorous management techniques and its ambitions. One of D'Amaro's strengths is his enthusiasm for the fabled company, seen as a prerequisite for succeeding Iger. He's spent most of his adult life — nearly 27 years — at Disney.

"It feels like it went by in a moment," D'Amaro said. "I'm so proud to work for the Walt Disney Co."

D'Amaro's assignment could have been a tricky one.

This week in New York has long been reserved for television executives, and it was Iger who, with the help of Mickey Mouse, led a parade of stars to woo advertisers during Walt Disney Co.'s annual upfront programming presentation a day earlier.

Early next year, Disney's board is expected to name a new CEO to take the reins in late 2026, when Iger is scheduled to retire. D'Amaro is among the leading contenders. The co-chairs of Disney Entertainment, Dana Walden and Alan Bergman, also are in the running. So is ESPN Chairman Jimmy Pitaro.

Disney's board has said it plans to consider external candidates as well.

But observers believe that D'Amaro's stock has been rising.

Disney declined to comment on succession speculation.

For Disney's board, the stakes couldn't be higher. The last time it orchestrated a CEO handoff — to another parks leader, Bob Chapek — the arrangement imploded, prompting Iger's rapid return.

D'Amaro on Wednesday recalled that November 2022 event, saying that when Iger returned to the Burbank headquarters, D'Amaro brought him a bulky binder that included detailed updates for each component of the enormous parks and experiences division.

Iger dropped by D'Amaro's office the following day with the 250-page binder in hand.

"He pulled out one page," D'Amaro said, noting that Iger had identified that "we have plenty of room to grow this business. We've got land in all of our locations around the world. ... We've got the stories [and] we've got the fans."

The example was designed to pay tribute to Iger's prowess and leadership, but it also underscored that D'Amaro's parks and experiences division remains key to Disney's success.

Disney has pledged to spend $60 billion during the next decade to expand and revitalize resorts and theme parks. It expects to double its fleet of cruise lines. The company also has invested $1.5 billion in "Fortnite" developer Epic Games to tap into the growing revenue potential of video gamers.

D'Amaro's conference appearance came a week after Disney delivered impressive quarterly earnings, propelling the stock to climb more than 20%, regaining market ground lost since last fall. Shares inched up 1.4% Wednesday to $112.94.

Operating income at the domestic theme parks and experiences division, which includes cruise lines, rose 13% to $1.8 billion.

Disney also announced a major expansion in the Middle East, where it is planning to build its seventh theme park.

"We looked around the world ... and ended up in Abu Dhabi," D'Amaro said. That region has emerged as an entertainment hub within the United Arab Emirates, where the new park will join SeaWorld and Ferrari World.

"If you look at a four-hour flight radius into Abu Dhabi, a third of the world's population is there," D'Amaro said. "We think that there are half a billion consumers that have the right Disney affinity and income to visit one of these theme parks."

Disney is collaborating with Miral Group, an arm of the Abu Dhabi government, which will pay for the multibillion-dollar construction, in a departure from Disney's long-held practice of owning its parks.

Disney won't loosen its grip on the creative elements, D'Amaro said, adding Miral will "ultimately operate the project with a significant amount of oversight from us."

This wasn't the first time D'Amaro has presented at an investor conference. Two years ago, D'Amaro took the stage at the JP Morgan technology and media conference. Other executives have also made the rounds.

In March, Walden spoke at the Morgan Stanley Technology, Media, and Telecom Conference. That same month D'Amaro and Bergman appeared onstage together to present "The Future of World-Building at Disney" at South by Southwest in Austin, Texas.

Hollywood insiders believe Disney needs an Iger-like successor, someone who has a deft touch with talent and is deeply familiar with the television and movie side of the business.

Walden and Bergman also manage a prestigious portfolio, which includes the critically important Disney+ and Hulu streaming services.

D'Amaro, a Massachusetts native, has earned celebrity status among Disney's faithful.

He occasionally mingles with park-goers, a treat for Disney superfans who post TikTok videos in public display of affection. In those clips, D'Amaro is typically beaming, elevating him to a jolly brand ambassador for the "happiest place on earth."

"I've been very fortunate," D'Amaro said of his 27 years at Disney, saying the tenure has allowed him "to connect with and meet a lot of our executives and understand the different businesses, which makes it a bit easier to navigate and keep connected with the rest of the company."
 
https://www.msn.com/en-us/entertain...-underdog-to-top-disney-franchise/ar-AA1FagQg

‘Lilo & Stitch’ Transforms From Underdog to Top Disney Franchise
Story by Ben Fritz
5/20/2025

“Lilo & Stitch” has grown from a modestly successful animated movie into one of Disney’s most popular franchises in toy stores, on streaming and in social-media memes. Its titular alien is such a Hollywood powerhouse that he has made Tom Cruise an underdog at the box office.

Disney’s live-action “Lilo & Stitch” was originally positioned as a family-friendly Memorial Day weekend alternative to Cruise’s big budget “Mission: Impossible – The Final Reckoning.” Polling now indicates the film will open to more than $150 million in the U.S. and Canada from Thursday night through Monday, compared with around $80 million for “Mission.” It is also expected to be No. 1 in most foreign markets.

That would make the movie, which cost just over $100 million to produce, a big financial win for Disney and provide a welcome boost after its “Snow White” remake bombed in March.

Disney is so confident in “Lilo & Stitch” that it is already thinking about sequels. “It feels like it’s going to work very well, and it’s the kind of property that lends itself to more,” said Disney Entertainment Co-Chairman Alan Bergman, who oversees the company’s film business.

Fans’ passion for the property centers on Stitch, an alien who causes mayhem after he crash-lands in Hawaii and is adopted by a girl being raised by her older sister. Disney research shows the character is particularly beloved by young women who grew up watching the original film and girls who recently discovered it.

Disney has put Stitch on virtually every product possible, from dog collars to hair turbans to a pineapple-shaped goblet. It has released a slew of new merchandise ahead of the movie, aiming to avoid a repeat of 2013’s “Frozen,” when parents couldn’t find enough Elsa dresses for their daughters.

Retail sales of Stitch products grew $2.6 billion in Disney’s 2024 fiscal year from $200 million five years earlier, according to the company. “Lilo & Stitch” is now one of Disney’s 10 best-selling franchises.

Those numbers helped convince Disney to remake the film, a decision that further stoked its popularity on store shelves and streaming. Since announcing the remake, “we’ve seen the thing explode from a Disney+ and consumer-products perspective,” said Bergman.

The original “Lilo & Stitch” grossed $273 million in 2002, less than forgotten Disney animated films from the same decade such as “Chicken Little” and “Bolt.” But as more people discovered the movie on Disney+, along with direct-to-DVD sequels and an animated series, its popularity grew.

On Disney+, streams of “Lilo & Stitch” content now total about 546 million hours—on par with “The Little Mermaid.”

Brittany Dubien first watched “Lilo & Stitch” on DVD when she was around 12 and has been obsessed ever since. The 28-year-old owns dozens of Stitch stuffed animals, along with bedsheets, T-shirts and pajamas.

Dubien, who has autism, sees herself in the film’s out-of-place alien. “When I was a child, it was the spectacle of Stitch, but now that I’m older, I can relate to him being different and confused about the world around him,” the Ontario resident said.

“Lilo & Stitch” was originally part of a slate of direct-to-streaming films that Disney began developing ahead of the 2019 launch of Disney+. It abandoned that strategy after learning films are often more popular on streaming after playing in theaters.

In the case of “Lilo,” the change also means Disney is set to make hundreds of millions of dollars that it would have otherwise left on the table.

Ads for the new movie have focused largely on chaos caused by Stitch, who one person close to its production described as “Deadpool for kids,” a reference to Marvel’s foul-mouthed anti-hero. The alien ran onto the field in a Super Bowl ad and chews through his movie’s logo on billboards.

“This is a character that can break the fourth wall,” said Disney’s president of marketing, Asad Ayaz.

Live-action remakes of animated classics have been a mainstay of Disney’s release slate for more than a decade, with hits including “The Lion King,” “Beauty and the Beast” and “Aladdin.” A live-action version of 2016’s “Moana” is set for release next year.

But updating animated classics for modern audiences has sometimes proven tricky. “Dumbo” was panned for animals that didn’t talk, and “Snow White” ran into a political minefield over its alleged “wokeness.”

As Disney’s youngest animated film to get a remake, “Lilo & Stitch” required few changes, Bergman said. One of the only differences fans have noted is that the human Lilo is bigger than her dog-size alien friend.

Like many Stitch fans, Damian Ramirez-Gonzales plans to see the remake but is nervous about potential changes to a film he says stands out among animated fairy tales for its contemporary American setting and subtle subversiveness.

“I like how it’s one of the most original ideas Disney has had in many years,” the 19 year-old student from Wisconsin said.

Write to Ben Fritz at ben.fritz@wsj.com
 
https://www.msn.com/en-us/money/companies/streamers-are-finally-making-money-for-consumers-it-s-getting-messier/ar-AA1FbOb

Streamers Are Finally Making Money. For Consumers, It’s Getting Messier.
WSJ - Story by Isabella Simonetti, Nate Rattner
May 21, 2025

The streaming revolution has entered its next era. It’s one of abundant choices for consumers—and green shoots of profitability for entertainment companies.

Consumers have a seemingly endless array of services and pricing levels to choose from these days, including ad-supported tiers and bundles that package different services together for a discount. It’s a dizzying menu of options, but one that is starting to yield real profits for entertainment companies.

Disney’s entertainment streaming business, home to Hulu and Disney+, has swung to a profit in recent quarters, and Warner Bros. Discovery has seen significant gains. Other competitors are still working toward consistent direct-to-consumer business profitability.

Disney is betting that by continuing to stitch its marquee services together, it will attract customers who want a comprehensive streaming bundle. Warner’s streaming service, Max, which is returning to the name HBO Max, is evolving into more of a premium add-on than a one-stop shop for content.

Premium streaming services have aggressively cut costs, in part by making fewer shows and films. They are increasingly joining with rivals on bundles and trying to juice revenue with password-sharing limits as well as expanding ad businesses.

The number of streaming subscriptions that viewers juggle has risen sharply, according to Ampere Analysis. The number of services with a significant base of customers has held steady in recent years.

More services are coming soon. Fox is launching its own direct-to-consumer service with sports, news and entertainment content later this year. (Fox and The Wall Street Journal’s parent company, News Corp, share common ownership.) Warner Bros. Discovery’s CNN plans to launch its own streaming service, years after closing a prior attempt called CNN+. And Disney’s ESPN is this fall making all of its networks’ content available in a much-anticipated new direct-to-consumer service, also known as ESPN.

While streamers are now on more solid footing, “The consumer experience around managing subscriptions is one of the areas that still needs a lot of settling,” said Jonathan Carson, chief executive of the subscription analytics company Antenna.

Streamers are on the whole are adding more subscribers than they are losing, according to Antenna.

But consumers cycle in and out of streaming services frequently, timing their subscriptions to popular show releases or sporting events. For streamers that means they are constantly adding and losing meaningful numbers of subscribers.

In the December 2024 quarter—a period jam-packed with streamed sporting events— streaming services saw a significant jump in net adds to 13.9 million.

Netflix has industry-leading customer retention, while other services continue to seek new ways to keep subscribers long term. One of the reasons Disney has leaned into bundles, for example, is to reduce churn.

While premium streaming services duke it out for customers and viewing time, Google’s YouTube has ascended. More Americans are turning to the video-sharing service to watch their favorite podcasts, talk shows and clips.

YouTube accounted for 12% of U.S. TV-viewing time in March, according to Nielsen data, more than any other entertainment company.

Live sports remains among the most valuable programming on TV, and it has a role in accelerating the transition to streaming.

Still, sports rights are increasingly split up across platforms, and can’t-miss shows are everywhere. Viewers have little choice but to subscribe to several services to stay in the loop.

For example, starting next season, select NBA games will be exclusive to Amazon.com’s Prime Video service and NBCUniversal’s Peacock streaming service.

Write to Isabella Simonetti at isabella.simonetti@wsj.com and Nate Rattner at nate.rattner@wsj.com
 














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