The critical question people don’t ask in media earnings calls: what is your break even SVOD (subscription video) target scenario? And what is your plan to get there?
My pov: increasing prices is critical from here. If people cannot successfully do that because they face price elasticity, they have to reconsider their path. Because no one is growing very much.
How many subs must a global SVOD service have anyway and what are the key levers? I’ll look at a generic service.
KEY ASSUMPTIONS
US ARPU is $13.99 but there are some promos and some goes through Amazon so your pocket price (amount you actually get) is $9.50. Assume avg ROW (rest of world) pocket price is 85% US Pocket Price, which is $8.08.
Assume your ROW subs = 1.2US subs. (I’m dealing with India completely separately here. Assume 20MM subs there at $1/mo. Assume India is a break even operation so it doesn’t affect the rest of the calculation.)
In this case, for every million USCAN subs, you wind up with $230.28MM/yr. total (excluding India).
Assume you spend $8B on original content per year. After licensing, marketing, foreign originals and overhead, your total annual cost is $24B (NFLX is $25B).
TARGET SUBS
That means you need 104MM USCAN subs to break even. Way too many. Disney has 46. NFLX has 75.5. That doesn’t work at all.
SOLUTIONS
>Raise Prices
What happens if our US pocket price goes from $9 to $15?
Now you need 66MM USCAN subs. Achievable.
>Cut Costs
What if you keep pocket price at $15 and reduce annual cost from $24B to $16B? Now your break even USCAN sub target is 44MM. Much, much better 👏. Now profit is realistic.
We can see here why people need to
⁃raise prices
⁃carefully examine third party distribution deals, and
⁃streamline selection such that only high impact titles are amortizing against the service. Everything else to FAST or cross-license.
The big opportunity for Disney is to keep raising prices (and to release great content that keeps people around).
PAR DRILL DOWN
Paramount financials say they only spend ~$8B/yr on Paramount+. They have an ARPU of ~$9.25 ($111/yr), including ads. So they could theoretically break even at 72MM global subs (+12MM/20%). They have 60MM and added 750K in the last quarter. It’s a somewhat long and uncertain road to 72MM at that pace.
I wd argue Paramount needs to increase their ARPU and also increase their growth rate. They have a low ARPU imo because the service on a relative basis — despite some highlights — isn’t that appealing and doesn’t offer brand consistency or benefit from high brand awareness. Assuming they don’t combine with someone else, real improvement will require stronger selection and more budget (which may increase losses in the near term). If they don’t do this, they probably remain loss making for years (and don’t think +750K subs per quarter is any kind of guarantee). I would say this slow road, where you keep bleeding cash and maybe slowly growing (with little hope of ever being very profitable), is a risky road. The trouble is that PARA’s other businesses aren’t growing either. Broadcast and cable are in secular decline. Movie studios on their own tend to go up and down year after year.
Combine, or be more aggressive, or … it’s risky.
Is there a more niche, targeted SVOD service opportunity where your total costs are, say, $3B? Target subs: 8.25MM. I think there is, but you have to have an exciting angle and brand.
There isn’t time to get into it here, but I think services could reduce customer acquisition cost and churn by being more brand focused — projecting a clear and consistent brand for a specific (but large) audience. Except for Disney and increasingly NFLX, no one really does this, opting instead for a “here’s all the random, unrelated stuff we have made” strategy. That’s churn-maxing.