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Binge Times

Binge Times

Dade Hayes, Dawn Chmielewski
2022
T3 384 pages · about 6h 24m to read Open Librarygoodreads

The streaming wars Netflix started, from the studios' side.

Summary

Hayes and Chmielewski, both entertainment industry journalists, wrote about the competition among media companies to build streaming services, covering roughly 2017 to 2022.

The reporting covers each company's approach. Disney's launch of Disney Plus, built on its owned intellectual property and on the Fox acquisition that gave it full control of Hulu, and the decision to withdraw content from Netflix. WarnerMedia under AT&T's ownership, the HBO Max launch, the internal conflict between HBO's curated approach and the volume the platform required, and the decision to release the 2021 film slate simultaneously in cinemas and on the service. NBCUniversal's Peacock and its advertising-supported model. Apple and Amazon entering from outside the industry with different economics, since neither needed the service to be profitable on its own. Quibi, which raised nearly two billion dollars and failed within six months.

The analytical content concerns the economics. The authors document the enormous content spending, the subscriber acquisition costs, the effect on the companies' reported results, and the tension between the licensing revenue the studios had earned from Netflix and the strategic need to withdraw content to build their own services. They also cover the effect on cinema exhibition and on the theatrical release window.

The book is journalism and captures the period in which the industry assumed subscriber growth justified any level of spending. That assumption ended in 2022 when investors repriced the sector. The account is therefore a record of the period's reasoning rather than an assessment of it, and the consolidation and cost reduction that followed are outside it.

Key takeaways 7

  1. Studios withdrew content from Netflix to build their own services, forfeiting licensing revenue for a strategic position.
  2. Content spending across the industry rose to levels justified only by subscriber growth rather than by profitability.
  3. Apple and Amazon entered with different economics because neither needed the streaming service to be profitable on its own.
  4. Combining a curated premium brand with a high-volume platform created an internal conflict that HBO Max could not resolve.
  5. Quibi raised nearly two billion dollars and failed within six months, which demonstrated that capital alone does not create a category.
  6. Simultaneous theatrical and streaming release broke the exhibition window and the revenue model built on it.
  7. The period's assumption that subscriber growth justified any spending ended when investors repriced the sector in 2022.

Who should read it

Operators and investors in media who want the reported account of how the streaming competition was reasoned about before the economics were tested.

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Michael D. Smith, Rahul Telang · 2016

Data economics of the shift from studios to streamers.

Where it sits in the reference 2

Companies
Biographies

Topics

Company HistoriesTechnology and ComputingTech company stories