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Issue link: https://digital.macdirectory.com/i/1476669
-including layoffs, dropped projects and savings in other areas. WBD’s Zaslav has said numerous times that the company isn’t going to overspend to drive subscriber growth. At the same time, he’s making significant adjustments in his organization and staff to produce budget savings of more than $3B in business overhead areas. Paramount’s Bakish straddled the line saying they would spend less than the competition to build Paramount + but they would continue to ramp up their investment. Disney’s Chapek, who has made a few missteps (‘don’t say gay,’ park workers salaries/attire, staff realignments) said his team would monitor content cost growth, squeeze more profits from its streaming platform and increase the firm’s focus on creativity and inclusion. All of the streaming bosses switched their focus from bragging about national/international subscriber increases and totals to ARPU (average revenue per streaming user) or the value of their continued content investment. Everyone agrees there are too many streaming options and the cost for the services is becoming unbearable for consumers who cut their cable bundles ($100+) to go with a more satisfying and more economic streaming solution. Surveys around the globe have consistently emphasized that four or more streaming services are too many and that service brand loyalty comes from building community, creating a must watch viewing experience and an acceptable streaming service price range, including an acceptable trade-off of accepting ad-support for service savings. Consumers worldwide – but especially in the Americas – have gained enough experience in watching what they want, when they want, where they want that they have established their own value proposition for the content they view. With the ready abundance of new services and new content combined with their overall home entertainment budget, they are increasingly developing their own decisions when they follow Kenny Rogers advice, “You've got to know when to hold 'em. Know when to fold 'em. Know when to walk away.” Increases can only spur consumers to reconsider the number of subscriptions they need and can easily make snap decisions on which service(s) deliver the best ratio of new, interesting content along with the trade-off of cost – subscription and ads. For our content creation, participation, production/post friends, few industry insiders believe the promised cut back in content spending will happen. The old-line studio and TV moguls as well as the tech leaders know that theatrical and appointment TV opportunities will remain relatively level with predictable growth maintenance based on the acceptance of tentpoles and franchises. However, the long-term growth potential for Netflix,