Speaking in a virtual session, because he has COVID, per an introduction, the executive also said the company is trying to use streaming pricing to reduce churn and push more consumers to commit to annual rather than monthly subscriptions, which helps the financial performance of WBD’s streaming business. He also highlighted upside provided by growth in advertising-based service tiers.
Among other things, Wiedenfels said the new sector giant has changed its culture to “a more cash-focused mentality” and called out such areas as merchandising and consumer products, gaming and “franchise management” as being among key areas of growth upside ahead. Asked about changes to the content decisionmaking process, he said historically content around the various parts and regions of the company were often managed in isolation or in silos, but now a coordinated and planned approach is the focus. “To really get the best value out of every bit of content that we’re creating, we need to utilize all of those cash registers, all of those windows, and we need to do that in a well-orchestrated and optimized way.
Part of the decision-making is also about windowing, or “how do we sequence our content through those various monetization windows,” the CFO noted. “What kinds of content do we keep exclusively versus do we sell potentially to third parties?”
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